By now, the need for enterprise-wide digital transformation is well-documented:

  • Digital Transformation will be a $2.1 trillion marketplace by 2020
  • More than 50% of IT budgets will be spent on digital transformation by 2019
  • Technology, across all industries,  is now a #1 CEO priority
  • “Digital Transformation” as a term is 4.3X more popular in 2016 than it was in 2014

if you happen to need more evidence, stumble on our bank of stats here.

So “digital transformation” – who really wants it? who will find it essential lexicon to the future of their work? who should be asking for it?

We tumbled through our own experiences and came up with 30 types of people who really need it, some who don’t even know it yet.

30 Types Need Transformation 1-10

Type of Executive Leadership

#1 The Skeptics

  • Key Challenge:  resistant, protecting status quo, not keeping up
  • Evidence: 51% of businesses believe they are either resistant to (31%), or have mixed views toward transformation and change (20%) (Channel Insider).
  • Require: An independent, objective Digital Transformation Audit that will open their eyes to the pace, risk and snapshot of where they currently sit as a digital business.

#2 The Slow Footed 

  • Key Challenge: Risk averse, lack urgency, in denial
  • Evidence: 62% say their organization is in denial about the need to transform digitally; 59% are worried its already too late (Progress).
  • Require: Alternate Scenario Planning that accurately forecasts risks and disruption of maintaining status quo and charts new path.

#3 The “Show Mes”

  • Key Challenge: Need spark, catalyst, want quantifiable evidence
  • Evidence: 67% of innovation resources are spent on maintaining market position with low performing innovator companies and only 10% is spent on market disruptive innovation (vs. 34% and 28% in high performance organizations (McKinsey).
  • Require: Host a Fast Futures Keynotes/Innovation Summit that ignites interest and dimensionalizes the lost potential of disruptive, breakthrough and game-changing digital innovation to executive and business teams.

#4 The Aloof

  • Key Challenge: Unaware of emerging trends, customer behaviour shifts and technology changes.
  • Evidence: “Leadership understands technology and trends”: In digitally mature companies – 96% agree, In digitally lagging companies – 7% agree (Deloitte).
  • Require: Build futureproofing Trend Mapping/Emerging Technology Impacts and Implications as an awareness builder and prelude to any strategic or annual planning process.

#5 The Disconnected

  • Key Challenge: Out of touch with marketplace, customer and talent expectations.
  • Evidence: 79% of companies have not mapped out the customer journey and digital touchpoints (Altimeter).
  • Require: Convene an Executive Team Workshop/Business Team ideastorm and Overall Company Survey focused on digital transformation.

Company Situation:

#6 The Failing

  • Key Challenge: Need turnaround, question of survival in near future.
  • Evidence: 47% of companies haven’t started to embark on a digital transformation process yet; 67% of executives believe digital transformation is matter of survival for their business (Progress/Cap Gemini)
    Require: Convene a Digital Leadership Stakeholder Review to develop and align 6, 12 and 18 month quick win developments required.

#7 The Lagging

  • Key Challenge: Uncompetitive, vulnerable to disruptive competition and new entrants.
  • Evidence: The average amount of time it takes for an incumbent organization to be disrupted is 3.1 years; 62% of executives believe they are falling behind (Digital Vortex/Fujitsu).
  • Require: Scorecard your digital transformation Change Readiness Assessment and identify key steps and measures to accelerate and track your rate of progress.

#8 The Exploring

  • Key Challenge: Interested, but experiments are scattered and best practices are not developed across company or scaled to bigger audiences.
  • Evidence: “Company is deploying the right digital resources and skills”: In digitally mature companies – 77% agree, In digitally lagging companies – 8% agree (Deloitte)
  • Require: Input, develop and agree to a centralized 18 month Digital Transformation Roadmap that will integrate best practices across the organization and fast track initiatives of highest potential.

#9 The Maturing

  • Key Challenge: Driving value, but still need to optimize and build one integrated view of customer and talent.
  • Evidence: Executives believe they are, at best, 25% toward realizing the end state of their digital transformation vision (eMarketer).
  • Require: Drive progress against specific Customer and Talent Personas, Journey Mapping and Experience Management.

#10 The Transforming

  • Key Challenge:  industry Leader status, but need to get to next stage, defend against and attack with new digital business models.
  • Evidence: 86%  of  organizations  say  that   digital  business  has  prompted   them  to  enter,  or  consider   entering,  a  new  market (Accenture)
  • Require: Internally disruptive exercise via a Business Model Innovation Review and consensus on a new digitally-driven Business Model Canvas(es).

30 Types Need Transformation 11-20

Digital is Seen a Driver of:

#11 Growth

  • Key Challenge: Driven by digital revenues, top-line growth, new products and services and expanded markets.
  • Evidence: Only 25% of executives report feeling confident on how to drive digital revenue streams and value creation (PwC).
  • Require: Create a commercializing Digital Transformation Foundry  that accelerates market-based innovation through better customer intelligence, application of insight and commercialization potential.

#12 Strategy

  • Key Challenge: Need alignment, front line enablement, better insights and integration of perspectives that lead to better decision making from digital mindset.
  • Evidence: Only  27%  of  today’s  businesses   have  a  coherent  digital  strategy (Forrester).
  • Require: Need transformation Brand DNA, Internal Stories and Transformation RACI Model.

#13 Culture

  • Key Challenge: Need common set of digital values, better digital literacy, customer experience-centricity, and more openness and collaboration across and outside the  organization.
  • Evidence: The  greatest  antagonist  to  company   change  via  digital  is  cultural  –     97%  believe  addressing  this  aspect  is   important (Altimeter).
  • Require: Build internal TalentScape discovery of insights and establish Culture and KPI Scorecards & Skills-building Curriculum.

#14 Productivity

  • Key Challenge: Need digital efficiencies, cost savings, real time digitalization and data-driven approach to business, operations and supply chain management.
  • Evidence: Only  14%  of  organizations  have   completely  digitalized  business  processes (IDC).
  • Require: Build a common, integrated Technology Stack and High Performance Delivery Team, & Integrated Workflows.

#15 Reputation

  • Key Challenge: Build a halo around company as being relevant, customer-centric, value-driven, a talent magnet and future-focused.
    Evidence: “It  is  important  for  me  to  work  in  a   digitally-­‐enabled  organization  and   leader”  –  81%  agree (Deloitte).
    Require: Establish external digital transformed, multimedia Brand Stories and Transformation Alliance of ambassadors, partners, mergers and incubators.

Core Digital Issue:

#16 Misaligned

  • Key Challenge: Turf wars, conflicting objectives, processes and behaviours.
  • Evidence: The majority of mainstream companies find the biggest obstacles to digital transformation are “too many priorities” and “lack of strategy” (Deloitte).
  • Require: Build commonly shared Digital Transformation Roadmap with clearly identified Quick Wins & Accelerated Deliveries .  

#17 Resources

  • Key Challenge: Underfunded, lacking champions, security, experiments and data.
  • Evidence: 70%  of  siloed,  digital  transformation  efforts  will  fail  based  on  lack  of:   collaboration,  integration,  sourcing   and  project  management (IDC).
  • Require: Allocate for a Chief Digital Officer transformation function and establish High Performance Delivery Team, & Integrated Workflows throughout the enterprise.

#18 Talent

  • Key Challenge: Require new digitally-driven skills, structures, roles and incentives.
  • Evidence: Only  17%  of  companies  say  they  hire   employees  with  the  right  digital  transformation  skills (SAP).
  • Require: Build digital Change Management tools, motivations & recruiting, new digitally-enabled, agile Team Structures and goals for Digital Literacy alongside initiative rollouts.

#19 Empathy

  • Key Challenge: Little or no customer experience or involvement in the enterprise.
  • Evidence: 88%  of  business  leaders  know  they  need  to  get  closer  to  the  customer (McKinsey)
  • Require: Build Voice of the Customer Intelligence, Advocates, Dashboards and KPIs as decision-making tools across the company.

#20 Direction

  • Key Challenge: No plan, no coherent strategy, no road map and/or shared KPIs (key performance indicators).
  • Evidence: Only 26% of companies are completely ready to execute digital strategies (Accenture).
  • Require: Build common Digital Transformation Roadmap and real-time track with Performance & Risk Traffic Light Data Monitor.

30 Types Need Transformation 21-30

Functional Area:

#21 Executives

  • Key Challenge: CEOs, Strategists, Boards, Innovators and/or Planners trying to steward business for a fast-moving digital economy. 
  • Evidence: Leadership  has  requisite  skills  to   guide  strategy:   In  digitally  mature  companies  –   86%  agree,   In  digitally  lagging  companies  –   4%  agree (Deloitte).
  • Require: Stronger role modelling technology leadership, better understanding of emerging technology implications and stronger ability to eliminate road blocks, align quickly and accept risk.

#22 Technology Function

  • Key Challenge: CIOS, CTOs, IT, Data, Programmers, Service Desk and Technologists trying to drive value, agility at no reduction of service and risk.
  • Evidence: Failure to address digital transformation means that just 15 per cent of business decision makers trust their CIOs to control the main IT budget (Insight UK).
  • Require: Better collaboration with other departments, ability to service internal client requests and deliver on  top-line growth, value and innovation expectations.

#23 Customer-Facing Functions

  • Key Challenge: CMOs, Marketing,  Communications, Sales, CXOs and Customer Care trying to build cross-channel experiences for customers that accelerate revenue and customer value for the company. 
  • Evidence: Two-­‐thirds  of  CMOs  recognize   the  need  to  infuse  a  digital  focus   across  the  organization,  only  7%   believe  they  are  succeeding (Accenture).
  • Require: Enhanced knowledge of new platforms, media and technologies, better data-based decision making and metrics and stronger delivery of brand stories and cross-channel customer experiences.

#24 HR

  • Key Challenge: CHROs, Human Resources, Talent, Recruitment, Culture and Training optimized for, and supportive of ,a fast moving digital organization. 
  • Evidence: Only  20%  of  business  leaders  believe   their  HR  function  is  enabling  them  to   digitally  transform (Russell  Reynolds).
  • Require: Stronger culture, skills and collaboration-building adoption and delivery of tools, skills training, processes and incentives.

#25 Operations

  • Key Challenge: COOs, CFOs, Finance Legal, Production and Forecasting, trying to digitalize key parts of the organization and supply chain.
  • Evidence: Of companies making progress on digital transformation, only a third say they are on schedule (Tech Validate)
  • Require: Rapid deployment and integration of mobile, social, cloud-based, sensor and edging technologies onto the production floor and into the workplace.

Type of Company:

#26 Large Organizations

  • Key Challenge: Companies over 1,000 employees trying to pivot and deliver better digital-enabled strategies, alignment, controls, process, differentiation, experiences and business models.
  • Evidence: 60%  of  digital  transformations  will   not  be  able  to  scale  because  of   lack  of  strategic  architecture (IDC).
  • Require: Dedicated resources to centralily integrate vision, goals, strategies, measures, tactics, experiences, cultures and technologies.

#27 SMEs

  • Key Challenge: Companies under 1,000 employees trying to build and resource smart digital strategies, talent and skills, with greater scale,  at more agility and assumption of risk than larger competition. 
  • Evidence: 79% of small business leaders claim to able to optimize their digital processes quicker than large companies, but are twice as skeptical on transformation’s impact to its bottom line (Ricoh).
  • Require: Proper balance of internal and external digital skills and talent to achieve aggressive goals and fast-moving targets.

#28 Tech Firms

  • Key Challenge: Service, Software, Application and Platform firms that are attempting to seamlessly translate business and client needs and requirements to technology solutions.
  • Evidence:  Only  34%  of  businesses  report   being  very  satisfied  with  their   digital  vendors (Accenture).
  • Require: Better understanding of client’s needs, more effective and efficient empowerment of client goals and faster delivery of a client business objective.

#29 Agencies

  • Key Challenge: Marketing, communication, digital and research service & delivery firms trying to resource efficiently, build innovative bank of supportive technologies,  digital thought leadership, client-centricity and end customer experiences.
  • Evidence: The level of complexity faced by marketing professionals will be very high/high in the near future – 84%, up 10 pts. vs 2 years ago, and agencies have a self-inflated grading of how they can are performing here (The SODA Report, 2016).
  • Require: More holistic and client-centric understanding and application of customer experiences and emerging technologies.

#30 Consultancies

  • Key Challenge: Bringing expertise, experience, services and integration to clients across as much capacity and as many digital services, verticals and current and future digital expertise as possible.
  • Evidence: By 2017,  the largest portion of a company’s IT spend will be controlled by the CMO instead of the CIO (Gartner).
  • Require: More differentiation, embeddedness, diversity, openness and on-demand development and delivery of client’s digital transformations.

30 Types Need Transformation 1-1030 Types Need Transformation 11-20 30 Types Need Transformation 21-30