Will your digital strategy drive top-line growth or real disruption? Since 2007, our unique research has asked one simple In addition to establishing the direct linkage between question: What actions can leaders take to confirm their digital investment and corporate performance, our digital investments deliver and sustain value? To get to research revealed important trends about the nature of the answer, we study the practices and performance disruption and the barriers organizations face in its wake. of global companies, drawn from the experience of 1. Digital for today’s business—not tomorrow’s. nearly 2,000 business and technology executives. This year we have identified 10 critical attributes that Despite the market fervor, companies are not correlate with stronger financial performance. investing in technology to disrupt their own or other Top-performing companies are more deliberate in their industries. They are almost entirely focused on digital strategy, innovation, and execution. They are applying digital to grow their existing business models more likely to have CEO commitment, strategic clarity, and the short-sighted view is cause for concern. and shared understanding. They are more apt to take 2. Yet plenty of disruption occurring a broad view when applying technology and identifying inside of organizations. sources of innovation. And they are more prone to being Leadership’s desire to capitalize on digital technology skilled at turning their data into insight, proactive in is so strong that it’s disrupting the enterprise operating cybersecurity, and consistent in measuring outcomes model, as evidenced by shifting spending patterns, new from digital investments. Those organizations that digital roles, and undefined working relationships. ® displayed these attributes—our Digital IQ leaders— were twice as likely to achieve more rapid revenue 3. And companies are held back and profit growth as the laggards in our study. by a slow-tech approach. Staying ahead of both market and internal disruption requires thinking and acting more like a nimble startup. Companies need to accelerate productive cross- functional relationships, how they learn and partner, and skills development. Our Digital IQ findings have never been more relevant. As organizations continue to invest heavily in digital technology, and customers, employees, shareholders, and boards raise their expectations, management teams are under pressure to translate that considerable investment into real returns. We believe that, first, leaders must have a clear understanding of today’s digital climate. Only then will they be equipped to set themselves up for superior performance in their current business—and ones they have yet to reimagine. ® 2015 Global Digital IQ Survey 2