Coming of age digitally


How digitally mature is your organization?

Learn from the front runners and get ahead of the game

Our fourth annual study of global digital business, a collaboration with MIT Sloan Management Review, reveals where digital mature organizations set themselves apart from less mature ones.

Organizations are starting to make progress

For the first time in four years, we’ve seen an uptick in how survey respondents evaluate their company’s digital maturity. Many established companies are beginning to take digital disruption more seriously and are starting to respond. If companies were waiting for competitors to act before responding, this shift suggests the time to act is now.

Coming of age digitally — MIT Sloan Management Review & Deloitte

This year's MIT Sloan and Deloitte research captured in one infographic

Key takeaways

  • Developing — not just having — digital leaders sets digitally maturing companies apart. 
    Simply having the right digital leaders is not the most important indicator of digital maturity — more than 50% of digitally maturing companies still report needing new leaders.
  • Digitally maturing companies push decision-making further down into the organization. 
    At the same time, there appears to be a disconnect between the C-suite and middle managers regarding this. While 59% of CEOs believe they are pushing decision-making down, only around 33% of vice president and director-level respondents report that it is happening.
  • Digital business is faster, more flexible and distributed, and has a different culture and mindset than traditional business. 
    Survey respondents say the pace of business; culture and mindset; and a flexible, distributed workplace are among the biggest differences between digital and traditional business.
  • Digitally maturing organizations are more likely to experiment and iterate. 
    Experimentation and iteration are key ways companies respond to digital disruption. They alone, however, are not enough. Companies should use the results of those experiments — successes and failures — to drive change across the organization.
  • Individuals report needing to continually develop their skills but say they get little to no support from their organization to do so. 
    Some 90% of respondents indicate that they need to update their skills at least yearly, with nearly half of them reporting the need to update skills continuously on an ongoing basis. Yet, only 34% of respondents say they are satisfied with the degree to which their organization supports ongoing skill development.

About the research

To understand the challenges and opportunities associated with the use of social and digital business, MIT Sloan Management Review, in collaboration with Deloitte, conducted its seventh annual survey of more than 4,300 business executives, managers, and analysts from organizations around the world. The survey, conducted in the fall of 2017, captured insights from individuals in 123 countries and 28 industries, from organizations of various sizes.

Get ready for the next step

Want to get to the next step in your digitization journey? Contact our Digital expert Hans van Grieken —check his details below.

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