Wide gap between digital strategy and execution at global level

The global CXO survey from HCL Technologies has highlighted a wide gap between strategy and execution with organisations’ digital transformation initiatives. These findings come at a time when transformation has emerged as a defining strategy for modern global enterprises.

The survey found that while the majority 70% of organisations surveyed have a formalised digital transformation strategy in place, just a fraction 10% have thought through all aspects up to full deployment planning. It is, therefore, no surprise that just a quarter of participating organisations have been able to reap the benefits of digital transformation.

“Enterprises are moving away from sporadic strategy and POCs to more comprehensive execution. One of the biggest findings of this survey was the gap between the strategy and execution as well as measurable outcomes,” said Anand Birje, CVP and head – Digital and Analytics practice, HCL Technologies. “The positive findings are that the effective use of digital is possible with a combination of seed technologies, visibility into systems and process, and real-time data insight. The companies that use these elements will be ahead in realising the innovative processes these technologies can deliver.”

The research goes on to highlight some of the factors that demonstrate the growing gap between transformation strategy and execution. Key findings include strategies covering only part of the enterprise and a staggering 89% claiming that a lack of visibility into existing processes is hampering projects. The report also delves into the findings and recommendations around:

  • Balancing technology investments between platforms, like the cloud and building block technologies, such as APIs and micro-services
  • Prioritising, organising and utilising data-based insights for transformation
  • Using goals to measure outcomes
  • Integrating ecosystems for effective digital–ready architectures

Also – have a read of The digital disconnect facing CIO’s

Neil How
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Neil How

Neil ran his first SAP transformation programme in his early twenties. He spent the next 21 years working both client side and for various consultancies running numerous SAP programmes. After successfully completing over 15 full lifecycles he took a senior leadership/board position and his work moved onto creating the same success for others.

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