Orchestrating Transformation - Preview

The Context for Transformation

Fig. 2: Perceived Impacts of Digital Disruption on Company’s Industry

0.4%

22.9%

47.5%

26.4%

2015

4.0%

20.7%

44.2%

30.9%

2017

No Impact

Minor Impact

Moderate Impact

Major Impact

Transformative Impact

2015 N=941 2017 N=636

Source: Global Center for Digital Business Transformation, 2015-17

Venture capital and private equity placements, moreover, continue to pour into disruptive players at unprecedented rates, 2 and the per- ceived urgency to transform has never been greater among business leaders. Organizations’ willingness to respond to digital disruption is also im- proving—if only marginally. In 2015, 25 percent of executives claimed their organizations were actively responding to digital disruption. This number increased to 31 percent in 2017. Nevertheless, 40 percent still felt their companies did not understand digital disruption or were responding inappropriately—only a slight improvement from 2015 (see Figure 3).

Fig. 3: Level of Company Response to Digital Disruption

?

Survey Q. In general, what is the attitude of your company’s leadership toward digital disruption?

Actively responding to digital disruption

Do not recognize or are not responding appropriately

43%

40%

31%

25%

2017

2015

2017

2015

2015 N=941 2017 N=636

Source: Global Center for Digital Business Transformation, 2015-17

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