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Six factors for DX success

These critical success factors can reverse the odds of success from 30% to 80%, according to a new BCG report.

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11 months ago

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It’s a common refrain to hear of digital transformation efforts that fail.

New research from Boston Consulting Group, however, has identified six critical success factors that, when fully applied, can reverse the odds of DX success from 30% to 80%. 

With COVID-19 widely seen as a catalyst for an all-around, multi-industrial acceleration of transformation — BCG found that 80% of companies plan to accelerate their companies’ digital transformations — these findings are crucial.

Current successes

According to the research (which you can fully explore here), 30% of transformation efforts resulted in sustainable change — meeting or exceeding targets. 44% had limited long-term change. 26% had created “limited value (less than 50% of the target) and produced no sustainable change.” 

“In the short term, digital technologies and ways of working offer productivity improvements and better customer experiences,” explained Patrick Forth, a BCG managing director, senior partner, and report co-author in a press release.

“In the medium term, digital opens up new growth opportunities and business model innovation. Successful transformations also set companies up for sustained success; they won’t have to digitally transform again as they master continuous innovation.”

When compared to those that created limited value, successful transformations yielded 66% more value, 82% more corporate capabilities, and met 120% more targets on time.

Factors needed

The key to flipping the success rate lies in the application of these six success factors:

  • An Integrated Strategy with Clear Transformation Goals. 
  • Leadership Commitment from CEO Through Middle Management.
  • Deploying High-Caliber Talent. 
  • An Agile Governance Mindset That Drives Broader Adoption. 
  • Effective Monitoring of Progress Toward Defined Outcomes. 
  • Business-Led Modular Technology and Data Platform. 

Digging deeper, two conditions lie at the heart of these factors. The first is ensuring that management addresses every factor in each of the planning, preparation, and execution phases. “Most companies put effort into this, but the majority of these organizations do not address each factor sufficiently,” BCG explains.

The second condition is that all six factors need to be addressed. According to BCG, “Companies that adequately addressed only three or four failed. Of all of the possible combinations examined, none had the same impact on success as these six.” 

“The positive and material impact of the six success factors can be seen across all types of digital transformation, geographies, and industries,” says Tom Reichert, BCG Chairman of Global Practices, global leader of DigitalBCG, and co-author. “That said, it is neither practical nor desirable to delay transformation in pursuit of perfection. Instead, winners will be aware of shortcomings and will put an action plan in place to address each as they proceed.”

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The importance of data access for digital initiatives

A new report from MuleSoft found that just 37% of organizations have the skills and technology to keep up with digital projects.

Published

9 months ago

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December 17, 2020

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In a global survey of over 1,700 line of business employees in organizations with at least 250 employees, MuleSoft found that just 37% of organizations have the skills and technology to keep up with digital projects.

The resulting report — The State of Business and IT Innovation — reveals four key ideas that IT leaders need to know in order to drive digital innovation forward.

These four key findings are:

  • Collaboration is key 
    • 68% of respondents believe IT and LoB users should jointly drive digital innovation.
  • Keep up the pace 
    • 51% expressed frustration with the speed at which IT can deliver projects.
  • Integration challenge
    • 37% cite security and compliance as the biggest challenge to delivering new digital services, followed by integration (i.e. connecting systems, data, and apps) at 37%.
  • Data access
    • 80% say that in order to deliver on project goals faster, employees need easy access to data and IT capabilities.  

“This research shows data is one of the most critical assets that businesses need to move fast and thrive into the future,” said MuleSoft CEO Brent Hayward. 

“Organizations need to empower every employee to unlock and integrate data — no matter where it resides — to deliver critical, time-sensitive projects and innovation at scale, while making products and services more connected than ever.”

Want to read through the whole report? Download it from MuleSoft. 

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Where is the financial value in AI? Employing multiple human-machine learning approaches, say experts

According to a new study, only 10% of organizations are achieving significant financial benefits with AI.

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10 months ago

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December 2, 2020

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AI is everywhere these days — especially as we work to fight the spread of COVID-19. 

Even in the “before times,” AI was a hot topic that always found itself in the center of most digital transformation conversations. A new study from MIT Sloan Management Review, BCG GAMMA, and BCG Henderson Institute, however, prompts a crucial question:

Are You Making the Most of Your Relationship with AI?

Finding value

Despite the proliferation of the technology and increased investment, according to the report, just 10% of organizations are achieving significant financial benefits with AI. The secret ingredient in these success stories? “Multiple types of interaction and feedback between humans and AI,” which translated into a six-times better chance of amplifying the organization’s success with AI.

“The single most critical driver of value from AI is not algorithms, nor technology — it is the human in the equation,” affirms report co-author Shervin Khodabandeh.

 

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From a survey of over 3,000 managers from 29 industries based in 112 countries — plus in-depth interviews with experts — the report outlined three investments organizations can make to maximize value:

  • The likelihood of achieving benefits increases by 19% with investment in AI infrastructure, talent, and strategy.
  • Scalability. When organizations think beyond automation as a use case, the likelihood of financial benefit increases by 18%.
  • “Achieving organizational learning with AI (drawing on multiple interaction modes between humans and machines) and building feedback loops between human and AI increases that likelihood by another 34%.”

According to report co-author Sam Ransbotham, at the core of successfully creating value from AI is continuous learning between human and machine:

“Isolated AI applications can be powerful. But we find that organizations leading with AI haven’t changed processes to use AI. Instead, they’ve learned with AI how to change processes. The key isn’t teaching the machines. Or even learning from the machines. The key is learning with the machines — systematically and continuously.” 

Continued growth

While just 1 in 10 organizations finds financial benefits with AI, 70% of respondents understand how it can generate value — up from 57% in 2017.

Additionally, 59% of respondents have an AI strategy, compared to 39% in 2017, the survey found. Finally, 57% of respondents say their organizations are “piloting or deploying” AI — not a huge increase from 2017 (46%). 

One of the biggest takeaways? According to co-author David Kiron, “companies need to calibrate their investments in technology, people, and learning processes.”

“Financial investments in technology and people are important, but investing social capital in learning is critical to creating significant value with AI.”

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Bringing DX to the food supply chain in a pandemic

In a new paper, supply chain stakeholders share how COVID-19 has affected the transformation of the sector.

Published

10 months ago

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November 25, 2020

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There’s little doubt that COVID-19 had a profound effect on the food supply chain.

As one example, just think back to roughly March of this year, when virus transmission was rapidly picking up speed. Remember the reports of food and beverage companies only producing their most popular or essential products? Or how it would take slightly longer than usual to restock certain products? What about the rush to integrate — or quickly improve the efficiency of — digital and e-commerce. 

Panning out a bit, think about food safety and quality professionals. The need to stay safe — and in many cases, stay at home — meant performing the very hands-on job of monitoring, auditing, inspecting at a distance, i.e. digitally. 

When the food supply chain was hit by storages, delays, breakdowns, and lockdowns, the end result was — like in so many sectors — a rapid digital transformation.

As The Food Safety Market — an SME-powered industrial data platform dedicated to boosting the competitiveness of European food certification — elaborates in a new discussion paper, “technology has played an important role in enabling business continuity in the new reality.”

The paper — Digital Transformation of Food Quality & Safety: How COVID-19 accelerates the adoption of digital technologies across the food supply chain — features industry experts from companies like Nestlé, Ferrero, PepsiCo, McCormick & Company, and more discussing the effects of the pandemic on the supply chain.

A few highlights from the paper:

  • John Carter, Area Europe Quality Director for Ferrero put the issue of food access into perspective at the start of his interview:

“The production of food defines our world. The effects of agriculture on our daily lives are so omnipresent that they can be easy to overlook; landscapes and societies are profoundly influenced by the need to feed our growing population. But much has been taken for granted. Only occasionally are we forced to consider: ‘where does our food come from?'”

  • Ellen de Brabander, Senior Vice President of R&D for PepsiCo provided insight on the cost benefits of digital transformation:

“The need for customization is a big driver for accelerating digital transformation and moving away from a ‘one size fits all’ approach. This means that the cost to develop and produce a product must be lower and digital technologies provide a clear opportunity here.” 

  • Clare Menezes, Director of Global Food Integrity for McCormick & Company brought up one area where digital tools need to go:

“There aren’t any areas where digital tools “fail”, but there is a need for tools that ‘prove out’ predictions around where the next integrity event will play out and how it could lead to quality or food safety failure. These tools are an obvious candidate for AI given the number of PESTLE factors that might come into play.” 

Want to read all of the interviews? Check out the paper here.

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