Is your Digital Transformation Too Heavy on the Digital and Too Light on the Transformation?
A Path Forward. If you’re reading this, you’re likely among the 63% of business leaders having difficulty scaling a Digital Transformation. Although cybersecurity is often cited as the major constraint to scaling, in my experience, there is a bigger challenge blocking the way forward. More effort is put into building Digital Capability while Transformation Capability is often an afterthought. The resulting failure mode is that change management is underestimated and poorly executed causing a low success rate.
In this post, I’ll lay out the business case and a framework to rebalance Digital and Transformation Capability to greatly improve the success rate at scale. You can draw on your own experience and apply what fits your unique situation. This framework is based on my transformation work, Digital or otherwise, with dozens of companies around the world. Recently published research from notable practitioners validates the framework elements as best practice for successful scaling and business impact. In later posts, I’ll expand on the details of the framework, and apply it to cybersecurity where the same failure mode is in play.
Big Investment for a Big Prize. Per IDC, worldwide spending on the technologies and services that enable Digital Transformation totaled $1.1 Trillion in 2018. At stake is the potential to unlock $11 trillion of economic value by 2025, per McKinsey Global Institute. Despite the allure of a big potential ROI, capturing the value from this investment hasn’t been a no brainer.
Low Success Rate. According to a recent McKinsey Survey of Executives, the success rate of Digital Transformations is 37%; this is considered low given the high level of investment and effort. The definition of success is the ability to scale out of pilot projects for meaningful business impact. McKinsey cited that a contributing factor to the low success rate is that 75% of efforts cut across multiple business units and functions. Organizations are still struggling with working across organizational boundaries. This is consistent with a Deloitte Survey documenting the struggle organizations have in scaling out of pilots. The common theme is that successful pilot projects, typically executed in a functional silo, are not scaling across the organization. We call this achieving islands of success.
As a result, there’s a lot of fallout. Many name brand companies are cutting back their Digital Investments as they’ve learned how hard it is to capture the value for a reasonable ROI.
Is It Worth the Effort? Yes it is. “Digital Masters” generate a performance premium compared to their digitally average competitors, per research by MIT1. The researchers define a Digital Master as having achieved a high level of both Digital and Leadership Capabilities (critical to transformation). Digital Masters generate revenue more efficiently (+9% in their study), and are more profitable (+26% in their study) than digitally average competitors. On the other end of the spectrum, “Digital Laggards” way underperform (-4% revenue efficiency, and -24% profit). Other studies show similar results. The punchline is that getting the Digital Transformation right provides a large positive impact, while getting it wrong creates a large performance deficit. With so much at stake, as Yoda from Star Wars says, “do or do not…there is no try”. Given the high stakes for most organizations, dismantling the effort is not a good strategic choice.
Why is Success Elusive? The decision to go forward isn’t the problem. The failure mode is launching projects with more emphasis on technology implementation than on the change management aspects required to be cross-functionally successful. The latter poses more of the real challenge. Properly-sized investment of time and effort for a digital-based transformation is typically much larger than investment in the technology itself. If this is not your investment profile, then there are Transformation-related gaps to be closed.
It’s easy to look at an $11 Trillion opportunity and think about going after a piece of the action. This certainly grabs the attention of the organization, and even the Board. Add to this apparent big upside the strategic imperative to gain, maintain, or not lose competitive advantage, then it seems obvious that the decision should be to invest. The go decision is sound.
The difficulty is in the execution which depends on change management. Effective change management is hard. It requires commitment, persistence, and a much broader perspective, time frame, and solution set. Even with perfect implementation of technology, it’s rarely possible to be impactful on the business if people, process, the business model, and culture are not considered central to the effort.
Balance Digital and Transformation. Change management is a fairly well-documented domain area. The Digital aspect adds a wrinkle that requires some consideration. The implication is that being too focused on Transformation Capability is as much a failure mode as being too focused on Digital Capability. Replacing one with the other is not the path to success. Finding the right balance is critical. At any given point in time, more focus may be applied to one aspect or the other to close gaps that bring the initiative back into balance. This is a key takeaway to improve the odds of success.
Framework for Success (Figure 1). To achieve the balance between Digital Capability and Transformation Capability, there are five Key Results Areas (KRA’s) that make it happen:
Figure 1: Digital Transformation Framework – Five Key Results Areas (KRA’s), each with Critical Success Factors (CSF’s). Together, these make or break a Digital Transformation.
Leadership from the top, and an Innovation Culture in the organization drive how Technology Acumen (a focal point for Digital), Business Model and Process Redesign, and People Engagement (a focal point for Transformation) work together to stay in balance.
Critical Success Factors (CSF’s). Several Critical Success Factors (CSF’s) drive the performance of each KRA. In my experience, together, these make or break a Digital Transformation. The KRA-CSF Framework provides a scaffold for attaching metrics to identify and shore up gaps that keep the Digital and Transformation Capability in balance for an improved success rate. This is meant to be a flexible framework that you can adapt. If your experience and situation dictate other CSF’s, swapping or adding is appropriate.
Each Critical Success Factor (CSF’s) has an importance behind it. Here is the short hand list. I’ll expand on these in my next post.
Business Model and Process Redesign.
People Matter. A key takeaway is that many Critical Success Factors (CSF’s), regardless of KRA, relate to people. People are at the center of any Digital Transformation. If they aren’t at the center of yours, you have a big gap.
How to Use the Framework (Figure 2). A way to apply this framework is to evaluate the performance of each CSF to identify the underperforming KRA’s that require attention. Then, establish a visual of how the strengths and weaknesses stack up against one another. Illustrated in Figure 2, there are four conditions that provide clarity on next steps to improve.
Figure 2: Digital Transformation Framework, Four Scenarios – Shore up gaps to bring establish balance, then strive for excellence.
In all four scenarios, strong Leadership, with a strong, or emerging, Innovation Culture are prerequisites to having a reasonable chance for success.
The Elephant in the Room – What About Cybersecurity? Cyber is not explicitly called out in this framework because it is a constraint to be addressed. It is inherent in many of the CSF’s. In a future post, I will apply the framework to the “Cybersecurity Transformation”. My observation is that, similar to the Digital Transformation, there’s too much cyber and not enough transformation to address the cybersecurity challenge.
Now What? Start by answering the question, is our Digital Transformation successful relative to our own goals, then relative to the industry. Honestly assess whether you’re average, a leader, or a laggard. With this understanding, use the Framework to guide your focus, investment, and effort to close the competitive gap, take the lead, or extend your advantage.
What Market Voices Are Saying. According to a recent World Economic Forum/Bain & Company Report, companies without a coherent Digital Strategy suffer from one or more of eight early-stage failure patterns.
Shout Out to a Digital Freedom Fighter. To our visionary, innovative, and inspiring General Manager, Debra Delise. She’s leading our effort to develop leap ahead technology, and instilling a strong security culture that supports our company’s digital aspiration.
1 Westerman, George, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business Transformation. Boston, Massachusetts: Harvard Business Review Press.