Pwcs Annual Digital Iq Survey

Digital IQ
The five behaviors that accelerate value

from digital investments
PwC’s 6th Annual Digital IQ Survey
Fig
The1: The 5 interdependent
5 interdependent digital behaviors
digital behaviors that
that make make a difference
a difference
CEO actively View digital as

champions +
an enterprise
digital capability
+ +
_
Digital
IQ
Strong
CIO-CMO Significant
relationship New IT Platform
investments
Outside-in approach
to digital innovation
Source: PwC, 6th Annual Digital IQ Survey, 2014
© 2014 PricewaterhouseCoopers LLP, a Delaware limited liability partnership. All rights reserved. PwC refers to the US member firm, and may
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This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
Digital IQ The five behaviors that accelerate value
Fig 2: Digital
Digital IQ distribution
IQ by region by region and industry
and industry
Business and IT leaders in North America are more confident about their digital
acumen than their counterparts in other regions.
Europe
North America
63%
77%
Asia
63%
Africa
Latin America 47%
36%
Surprisingly, customer-facing industries varied widely when it came to rating

themselves as having a strong Digital IQ, placing in the middle and back of the pack.
100%
80% 87%
% of respondents
68% 69% 71%

60% 65% 66%
59% 62%
53% 55%
40% 46%
20%
0%
Retail & Industrial Power & Energy & Automotive Healthcare Business & Hospitality Financial Entertain- Technology
Consumer Products Utilities Mining Professional & Leisure Services ment,
Services Media, &
Communi-
cations
Q. Please rate your organization’s Digital IQ, defined as how well companies understand the value of
technology and weave it into the fabric of their organization.
Respondents who stated “strong” or “very strong”
Base: 1,494
Fig 3: Digital
Digital disconnect:
disconnect: Gap between
Gap between knowingknowing and doing
and doing
Most business and IT leaders are worried about digital technology challenges—yet
only a minority are directly addressing these concerns in their strategies.
% of respondents Concerned Addressed in company strategy

80
74%
72%
70%
69%
70
60
50
48%
47%
46%
44%
40
Inability to quickly Inability to gather, Inability to protect Speed of
understand and understand, and act intellectual property technological
adopt information on all of the data and customer data change
technologies needed about our customers,
to be competitive products, company,
and employees
Q. How concerned are you, if at all, about the following potential threats to your company’s growth prospects?
Are these threats you identified previously addressed in your corporate strategy?
Respondents who stated “extremely concerned” and “somewhat concerned”
Base: 1,494
Fig 4: Digital
Digital CEOs byCEOs by industry
industry
The majority of top-performers in our study had a CEO who was an active champion
of using digital technology to achieve strategy.
% of respondents
100
Healthcare
Energy
Business & 82%
Technology & Mining
Professional 77% 78%
80 Services
Industrial 73% 80%
78% Automotive
Products Hospitality
67% 74%
& Leisure
70% Entertainment,
Financial Media, &
67%
Services Communications
Power
60 & Utilities
59%
Retail &
Consumer
40
Q. Please indicate your level of agreement with the following statement about your organization’s strategy:
Our CEO or senior-most business leader is an active champion in the use of information technology to
achieve our strategy.
Respondents who stated “agree”
Base: 1,494
Fig 5: Where
Where the crucial
the crucial CIO-CMO
CIO-CMO relationship
relationship is strongest
is strongest
The CIO-CMO relationship is so important because a great many digital technology
initiatives are driven by marketing needs.
% of respondents
70
Power
& Utilities
Healthcare 61%
59%
60
Retail & 61%
Business & Energy Consumer Hospitality
Professional & Mining 52% & Leisure
Services 51% 56%
49% Entertainment,
50 52% Media, &
Industrial
Financial Communications
Products 49%
43% Services
Automotive
46%
Technology
40
Q. Please rate the strength of working relationship or collaboration between the following roles in your
company: Between the CIO and CMO
Respondents who stated “very strong” or “strong”
Base: 1,494
Fig 6: Where
Where companies
companies look forlook for ideas—and
ideas—and where
where they maythey may beout
be missing missing out
Top-performing companies are more likely to look for innovation outside of the
company, but all organizations would benefit from looking more to external sources.
% of respondents by industry
Technology 41
34
Hospitality & Leisure 39

36
Automotive 36
36
Healthcare 36
31
Financial Services 34
29
Energy & Mining 31

28
Power & Utilities 31

30
Retail & Consumer 31

29
Business & 30
Professional Services 27
30
Industrial Products
29
Entertainment, Media, 28
& Communications 32
0 20 40 60 80 100
External sources Internal sources
Q. How does your organization gather ideas for applying emerging technologies in new ways in order to solve
business problems?
Industry respondents were asked to select all that apply
Bases: 375, 1,119
Fig
Top7: Top 5 strategic
5 strategic technologies
technologies
While data, mobile, cloud, social, and cybersecurity technologies rank highly for all
companies, what's most important strategically varies by industry.
Business & Professional
Entertainment, Media,
Hospitality & Leisure

& Communications
Industrial Products
Retail & Consumer

Financial Services
Power & Utilities

Energy & Mining
Automotive
Technology
Healthcare
Services
Data mining and analysis
Private cloud
Cybersecurity
Mobile apps for customer
Social media for external
Digital delivery of products and

services
Public cloud applications
Robotics
Battery and power technologies
Public cloud infrastructure
Sensors
Q. Which of these technologies will be of the highest strategic importance to your organization over the next
three to five years?
Bases: 375, 1,119
Fig
Room8: Room for improvement:
for improvement: Delivering
Delivering digital digital
Companies in Asia and Africa were more likely to use agile processes than their
regional counterparts, possibly contributing to more success in delivering IT projects.
% of respondents by region
North America
Europe
46% 31% 29%

47% 39% 43%
Delivered Delivered Delivered

on time at or below with 100%
Asia
budget of scope
76% 58% 76%

Africa
67% 29% 78%

Latin America
41% 23% 35%
Q. On average, how often did strategic IT initiatives fall within each of the following delivery categories in the
last 12 months?
Respondents who stated “always” and “frequently”
Bases: 375, 1,119
Fig 9: processes
Agile Agile processes improve
improve integrated
integrated digital delivery
digital delivery
Companies that used agile processes in any capacity are twice as likely to be
top-performers.
% of respondents
40
39
30
22
20 20
15
12
9
7
0
On all projects On more than Between 10% Less than 10%
50% of projects and 50% of
but not all projects
Top performers Others
Q. To what extent are you currently using agile processes with your organization?
Top performers who replied “Don’t know” or “Not at all” totaled 15%; Others totaled 31%
Bases: 375, 1,119
Digital
Fig 10: capabilities require arequire
Digital capabilities blend of traditional
a blend and new IT
of traditional skills
and new IT skills
Top performers were more likely to have stronger skills in crucial digital areas like
enterprise architecture and user experience design.
% of respondents
Technical architecture 81
70
Quality assurance 78
63
Project management 77
61
Strategic partner management 73

52
Technology prototyping 72
56
Business requirement management 71

55
Enterprise architecture 70
62
User experience design 63

52
0 20 40 60 80 100
Top performers Others
Q. How would you rate your organization’s IT department on the following skills needed to integrate digital
capabilities into your core business?
Respondents who stated “excellent” and “very good”
Bases: 375, 1,119
Fig
How11: How adds
digital digitaloradds or subtracts
subtracts value value
A narrow view of digital leads to redundancies, cost overruns and
islands of information
Fragmented
treatment of
digital
Organizational Disconnected digital

Delayed delivery and conflicts investments
under-realized value
Digital pretender
Disintegrated app
Dissatisfied
info and tech
customers; poor
architectures
experience
Investment overruns
to integrate apps, info
and tech later
...but viewing digital as an enterprise capability links the best of the

enterprise and marketplace to drive new value
Enterprise
treatment of
digital
CEO champions
digital
Digital performer
Integrated investments in
digital capabilities and
new IT platform Digital
Outside-in collaboration in
innovation C-suite
One digital
operating model
and capability set

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Digital IQ

The five behaviors that accelerate value

CEO actively View digital as

Latin America 47%

Surprisingly, customer-facing industries varied widely when it came to rating

68% 69% 71%

% of respondents Concerned Addressed in company strategy

Hospitality & Leisure 39

Energy & Mining 31

Power & Utilities 31

Retail & Consumer 31

External sources Internal sources

Business & Professional

Hospitality & Leisure

Retail & Consumer

Power & Utilities

Mobile apps for customer

Social media for external

Digital delivery of products and

Public cloud applications

Battery and power technologies

Public cloud infrastructure

46% 31% 29%

Delivered Delivered Delivered

76% 58% 76%

67% 29% 78%

41% 23% 35%

Top performers Others

Strategic partner management 73

Business requirement management 71

User experience design 63

Top performers Others

Organizational Disconnected digital

...but viewing digital as an enterprise capability links the best of the

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