by: Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley
Adapting to increasingly digital market environments and taking advantage of digital technologies to improve operations are important goals for nearly every contemporary business. Yet, few companies appear to be making the fundamental changes their leaders believe are necessary to achieve these goals.
Based on a global survey of more than 3,500 managers and executives and 15 interviews with executives and thought leaders, MIT Sloan Management Review and Deloitte’s1 third annual study of digital business reveals five key practices of companies that are developing into more mature digital organizations. Their approaches, which may offer valuable lessons for companies that want to improve their own digital efforts, include:
Implementing systemic changes in how they organize and develop workforces, spur workplace innovation, and cultivate digitally minded cultures and experiences. For example, more than 70% of respondents from digitally maturing companies say their organizations are increasingly organized around cross-functional teams versus only 28% of companies at early stages of digital development. We discuss how this fundamental shift in the way work gets done has significant implications for organizational behavior, corporate culture, talent recruitment, and leadership tactics.
Playing the long game. Their strategic planning horizons are consistently longer than those of less digitally mature organizations, with nearly 30% looking out five years or more versus only 13% for the least digitally mature organizations. Their digital strategies focus on both technology and core business capabilities. We discuss how linking digital strategies to the company’s core business and focusing on organizational change and flexibility enables companies to adjust to rapidly changing digital environments.
Scaling small digital experiments into enterprise-wide initiatives that have business impact. At digitally maturing entities, small “i” innovations or experiments typically lead to more big “I” innovations than at other organizations. Digitally maturing organizations are more than twice as likely as companies at the early stages of digital development to drive both small, iterative experiments and enterprise-wide initiatives rather than mainly experiments. Digitally maturing organizations also can be shrewd and disciplined in figuring out how to fund these endeavors and keep them from languishing in the face of more immediate investment needs.
Becoming talent magnets.
About the Authors:
Gerald C. Kane is the MIT Sloan Management Review guest editor for the Digital Business Initiative and a professor of information systems at the Carroll School of Management at Boston College.
Doug Palmer is a principal in the Digital Business and Strategy practice of Deloitte Digital.
Anh Nguyen Phillips is a senior manager within Deloitte Services LP, where she leads research on digital transformation and other strategic initiatives.
David Kiron is the executive editor of MIT Sloan Management Review, which brings ideas from the world of thinkers to the executives and managers who use them.
Natasha Buckley is a senior manager within Deloitte Services LP, where she researches emerging topics in the business technology market.
MIT Sloan Management Review
MIT Sloan Management Review leads the discourse among academic researchers, business executives and other influential thought leaders about advances in management practice that are transforming how people lead and innovate. MIT SMR disseminates new management research and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational, technological, and societal change.
This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates and related entities shall not be responsible for any loss sustained by any person who relies on this publication.
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Anthony Abbatiello, Garth Andrus, Cheryl Asselin, Jonathan Copulsky, Al Dea, Carolyn Ann Geason, Geri Gibbons, Nidal Haddad, Daniel Rimm, Lauren Rosano, Allison Ryder
We thank each of the following individuals, who were interviewed for this report:
Douglas Bacon, global lead of collaboration and social strategy, Novartis Institutes for Biomedical Research
Brian Baker, senior vice president, global people, Wal-Mart Stores Inc.
Jacqui Canney, executive vice president, global people, Wal-Mart Stores Inc.
George Corbin, senior vice president of digital, Marriott International Inc.
Chris Cotteleer, chief information officer, Schumacher Group
David Cotteleer, vice president and chief information officer, Harley-Davidson Inc.
Christine Halberstadt, vice president, servicer and client management, multifamily, Freddie Mac
Brad Keller, director of workplace strategy, Humana Inc.
Karen Kocher, chief learning officer, Cigna
Martin Lippert, executive vice president of global technology and operations, MetLife Inc.
Wissam Magazachi, vice president, digital platforms, American Express Company
Shamim Mohammad, senior vice president and chief information officer, CarMax
Kevin Stakelum, director of talent acquisition, Humana Inc.
Brent Stutz, senior vice president of commercial technologies and chief technology officer of Fuse, Cardinal Health
Prasanna Tambe, associate professor of information, operations and management sciences, New York University
George Taylor, vice president of marketing and digital, chief marketing officer, Caterpillar Inc.
1. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a U.K. private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the U.S. member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.
2. This definition of digital maturity was initially discussed in G.C. Kane, “Digital Maturity, Not Digital Transformation,” MIT Sloan Management Review, April 4, 2017, https://sloanreview.mit.edu. The general background of this concept of maturity is based on L. Hyatt, B. Hyatt, & J. Hyatt, “Effective Leadership Through Emotional Maturity,” Academic Leadership Journal 5, no. 2 (summer 2007): article 4. Available at: http://scholars.fhsu.edu/alj/vol5/iss2/4.
3. G.C. Kane, D. Palmer, A.N. Phillips, D. Kiron, and N. Buckley, “Aligning the Organization for Its Digital Future,” MIT Sloan Management Review and Deloitte University Press, July 26, 2016. www.sloanreview.mit.edu.
4. F. Svahn, L. Mathiassen, R. Lindgren, and G.C. Kane, “Mastering the Digital Innovation Challenge,” MIT Sloan Management Review 58, no. 3 (spring 2017), 14-16.
5. Kane, “Aligning the Organization for Its Digital Future.”
7. “The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution,” World Economic Forum, January 2016.