What enables

digital maturity?

“When my organization implements digital business initiatives, they tend to start as:”

Only 25% of companies would rate themselves

as digitally mature:

TOP RESPONSE

The role of digital business is:

Digitally maturing companies make digital core to their business.

Digitally maturing companies look far ahead when setting strategy.

Digitally maturing companies are better able to scale their experiments enterprise-wide.

They create an environment that enables digital maturity.

Digitally maturing companies cultivate a culture that supports change and attracts talent.

Those not receiving digital development opportunities are at risk of leaving.

Commitment and leadership are required

Early Developing Maturing

Note: Charts do not total 100 percent due to N/A responses

M O S T L Y S M A L L E X P E R I M E N T S

M O S T L Y B I G , E N T E R P R I S E - W I D E E F F O R T S

B O T H S M A L L & B I G E N T E R P R I S E - W I D E E X P E R I M E N T S

M O S T L Y S M A L L E X P E R I M E N T S

M O S T L Y B I G , E N T E R P R I S E - W I D E E F F O R T S

B O T H S M A L L & B I G E N T E R P R I S E - W I D E E X P E R I M E N T S

EARLY DEVELOPING MATURING

1 2 3 4 5 6 7 8 9 10

7%

11%

16%

13%

14% 14%

12%

8%

2%

3%

34% 41% 25%

58%

8%

20%

45%

10%11%

41%

35%

52%

10%

1 2 3 4 5 6 7 8 9 10

60%

50%

40%

30%

20%

Early Developing Maturing

CIO VP/DIRECTORSALESSTAFF

43%

29%31%

3% 2%

7%

SALES

7%

VP/

2%3%

DIRECTOR STAFF

29%31%

34% 30% 66%100%90%

70%

80%

60%

40%

50%

30%

10%

20%

DIGITAL ISONLY TALK

SUPPORTS SOME DIGITAL OBJECTIVES,

BUT IS NOT CORE

DIGITAL IS AT OUR CORE

Early Developing Maturing

1 2 3 4 5 6 7 8 9 10

We’ve been studying how companies are doing business in the digital age for six years.

What is digital maturity?

2011 2017

dig·i·tal (a) ma·tu·ri·ty (n)1\ˈdi-jə-təl\ \mə-ˈtur-ə-tē

1Merriam-Webster

Digital maturity goes beyond technology*, and is about how businesses are adapting in a digital environment.

To wit: Are they fundamentally changing what they do and how they do it in order to compete effectively?

*Any technology: mobile, social, cloud, analytics, AI, blockchain, etc.

SCALE OF 1-10

How digital is your organization?

leadership are required

43%

Success is made of three components:

Digitally maturing companies are twice as likely as early-stage companies to develop strategies with time horizons of five years or more

3xM O R E L I K E LY T O B E S U C C E S SFU L

LEADERSHAVE

V I S I O N

SEN

3xM O R E L I K E LY T O B E S U C C E S SFU L

PROVIDES E M PLO YE ES

O PPO R T UNITI ES T O DE VE LOP

SSSP

2xM O R E L I K E LY T O B E S U C C E S SFU L

COMMITSS UFF I C I ENT

T I M E , E NE RGY, & R E S O URCES

ST,

S

Cross-functional teams enabledigital progress.

O F M AT UR ING O R GA N IZ ATI ONS S AY T HE Y A R E I NCREAS INGLYC R O S S-FUNCTI ONAL

71%

Organization's digital initiatives are multiple times more likely to be successful/very successful when the organization:

Percentage who say their organization primarily drives digital business adoption and engagement internally through:

Percentage who plan to leave their company in one year or less given digital trends

2x

Mandating from management

Expecting employees to be motivated to embrace digital

business opportunities

Cultivating a strong digital business culture that strives for risk-taking, collaboration, agility,

and continuous learning

Company does provide opportunities to develop in a digital environment

Company does not provide opportunities to develop in a digital environment

V P / D I RECT ORS A R E

15xA S L I K E L Y T O L E A VE

I N O N E Y E A R

To succeed, you have to be dedicated to investment, change, talent development, and have a clear vision.

...and be committed to it.

2

To read the full report, visit www.dupress.com/digitalmaturityTo understand the challenges and opportunities associated with the use of social and digital business, MIT Sloan Management Review, in collaboration with Deloitte**, conducted a sixth annual survey of over 3,500 business executives, managers, and analysts from organizations around the world.**As used in this document, “Deloitte” means Deloitte Consulting LLP and Deloitte Services LP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Deloitte University Press | “Achieving Digital Maturity” @DU_Press @DeloitteDigital @MITSMR #DigitalEvolution

©2017 Deloitte Development LLC. All rights reserved.Research data ©2017 Massachusetts Institute of Technology