Digital Means Business

Our 2019 findings reveal organizations worldwide are achieving some success with digital transformation but there’s still a strong belief that this evolution requires a detailed digital strategy and radical, far-reaching changes. In reality, however, small incremental steps and successes will build the solid foundation required for sustainable long-term transformation.  Read our seven key insights and expert recommendations.

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There's great progress and realization of value
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There's great progress and realization of value

How perception and realization of ‘value’ from digital transformation is morphing, as established organizations ‘get back to basics’

Disruption and delusion – the never-ending journey of digital
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Disruption and delusion – the never-ending journey of digital
Balancing attention of focus inside and outside the organization
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Balancing attention of focus inside and outside the organization
Harnessing the digital opportunity is starting to show signs of maturity
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Harnessing the digital opportunity is starting to show signs of maturity

Those who ‘join-the-dots’ between small, iterative, and repeatable gains in relevant areas, while keeping the existing business performing, will emerge as winners

The long hard look at leadership
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The long hard look at leadership
The rise of the Chief Digital Officer and the collaboration games business and IT play
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The rise of the Chief Digital Officer and the collaboration games business and IT play
Organizations are their own worst enemies
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Organizations are their own worst enemies

Changing your organization isn’t easy and requires time, investment, and a sincere desire to do things differently

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2019 Digital Means Business Benchmarking results

Benchmark yourself against over 1,100 respondents globally.

Digitally Astute Index

Determine your level of digital astuteness.

2019 Digital Means Business Benchmarking infographic

A view of the top digital trends for 2019.

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Our experts discuss the 2019 Digital Means Business Benchmarking Report results.

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