Digital Transformation:
The Age of Innocence, Inertia or Innovation?

We have arrived at a significant moment in time – the dawn of the fourth industrial revolution.
This new era builds on the landmark breakthroughs of the technological age that began in the
middle of the 20th century – mass scale computing, unprecedented processing power, computer
storage, the rise of the internet, etc. – by blurring the lines between physical, digital, and
biological frontiers. It will fundamentally alter the way we live, work and relate to each other.
Capitalising on this phenomenon is the key to innovation and growth. From the rise of AI,
machine learning, chatbots and the Internet of Things, to the mountains of data, mixed reality
and the next frontiers, the challenge for businesses will be to harness the disruptive force of
technology to shape their own destiny. Naturally, this comes while navigating the expectations
of a changing workforce, addressing evolving cybersecurity threats, and managing a host of
other challenges.
In response, companies are embarking on digital transformation journeys that are creating
huge opportunities. But digital transformation is not simply about technology. This transition
to the fourth industrial age is shaping entire business strategies. Indeed, this study reports that
nearly half of all UK leaders believe that their business models will cease to exist within the next
five years. The threat of disruptors entering new markets and reshaping entire industries is also
very real with more than half of all organisations expecting disruption to impact their industries
within the next two years. These are core business challenges requiring urgent attention.
So, disruption is very real and heading straight for us. How will businesses and other
organisations react? They will need to fully grasp the concept of digital transformation and its
potential to more effectively engage customers, empower employees, optimise operations and
transform products and services. This report suggests that many organisations are still limiting
the scope of their digital transformation strategies to customer experience and operational
processes. This is a missed opportunity – digital transformation should be regarded as a
transformation of business culture in a digital age. This requires leaders to re-envision entire
business models and embrace a different way of bringing together people, data, and processes
to create value for their customers. But how do you transform for success in the future while
running your business today?
That’s the key objective for this report – to better understand how UK organisations are thinking
about disruption and their own digital transformation journeys. I’d like to thank all those who
have played a role in producing it, particularly the research participants and respondents who
have provided the real-world views and insights on which this report is based.
I hope you find it a valuable guide for your own digital transformation journey.
Foreword
Dr Nicola Hodson, General Manager,
Marketing and Operations, Microsoft UK
Introduction
Page 1
Digital Transformation Perceptions
Page 2
The Case for Digital Transformation
Page 8
Strategic Approach
Page 14
Leadership
Page 20
Technology
Page 26
People
Page 30
Progress
Page 34
Society
Page 42
Conclusion
Page 44
Appendix A – Industry summaries
Page 48
Appendix B – Methodology
Page 60
Contents
Introduction
Welcome to Digital Transformation: The Age of Innocence, Inertia or Innovation? The pervasive access to
new digital services is changing every aspect of business — shaping growth, disrupting industry landscapes,
and providing the catalyst for new business models, products, services and experiences. It is enabling
businesses to reimagine their structures and become digital businesses. As such, we have conducted the
most extensive study to date into the impact of digital transformation on UK organisations at a time of
great uncertainty in the British economy.
To this end, we sought the views of more than 1,000 business and IT leaders from large UK organisations
across a variety of sectors. This was complemented by a series of in-depth interviews with digital
transformation leaders and influencers, allowing for deeper insight.
Whilst leaders from a wide range of industries were surveyed, throughout the report we highlight specific
findings from financial services, retail, manufacturing, public sector organisations and other services sectors
for the purpose of cross-industry comparisons. However, the findings are relevant to readers from all
sectors. Further details on the methodology can be found in Appendix B.
Digital transformation can mean many things to many people. Seeing it as simply the industrial era, only
faster and more efficient, is to miss what is actually happening. In increasingly uncertain times it can be all
too easy to not take time to reflect on the seismic implications this change might have on any organisation.
This report is a time-effective and valuable means to get you prepared.
In an age where uncertainty has replaced business-as-usual and competitive advantage is fleeting, a
fundamentally new approach is required. So digital transformation is not simply an IT department initiative
or reinventing services for a mobile world. If done right, it permeates the very fabric of an organisation.
Everybody is in the digital transformation team and the quality of the leadership is paramount.
Yet our survey findings suggest that many organisations are still in an age of innocence when it comes
to digital transformation, whilst others seem bound by inertia. However, there are encouraging signs
that some have grasped the nettle and are truly driving transformational strategies that will equip their
organisations for success in the fourth industrial revolution. A few key findings of note from the pages that
follow are:
1. Disruption is real – nearly half of all business leaders (44%) think their existing business models will
cease to exist within the next five years.
2. It’s happening quickly – half of all organisations think that their industry will be disrupted within the
next two years.
3. Taking action is the only option – yet almost half (46%) of business decision makers think their
senior leadership are unwilling to disrupt their existing businesses in order to grow and compete more
in the future.
4. The business drivers are significant, yet respondents don’t necessarily understand the full value
digital transformation can deliver to their organisations. The top three drivers were cited as:
• An improved customer experience
• Optimised operations
• Survival as a business
This last response – survival as a business – is a big statement and shows just how important digital
transformation is perceived to the future success of organisations. However, as we will learn, despite digital
transformation being regarded as an important step in the evolution of organisations in the years to come,
many respondents are still to grasp the true value that pursuing such a strategy can deliver across their
entire organisations and beyond.
This report provides a benchmark on which to measure the progress your organisation is making,
identify some of the obstacles ahead and provide you with recommendations for ensuring digital
transformation success.
1
1.
Digital
Transformation
Perceptions
2
To understand where the UK is in respect of digital transformation,
we asked survey respondents how their organisation thinks about
the concept of digital transformation itself.
One immediate observation is the sizable number of respondents who view digital transformation as a
customer-facing (42%) or technology enabling (36%) exercise. Sectors such as financial services and retail
are operating in hypercompetitive markets, so a relentless focus on the customer, coupled
with any marginal gains they can acquire by employing the latest technology, makes sense.
However, a cause for concern is the low ranking of employee empowerment. If organisations do not
make the connection between digital transformation and their employees making better, smarter decisions
then they risk falling behind. In this day and age, younger employees have heightened expectations about
what an employer can offer them so those not matching those expectations risks creating a self-imposed
skills gap.
How the organisation thinks about ‘digital transformation’
Customer-facing technology initiatives
Technology enablers across the organisation
Technology innovation/experimentation
General overhaul of the business model
Data, analytics and IoT initiatives
Synonymous with IT / IT dept
Employee empowerment/collaboration
None of these or Don’t know
42%
36%
20%
16%
16%
13%
10%
16%
% of respondents (maximum of 2 statements could be selected)
3
Looking more in-depth at sector-specific findings, public sector and manufacturing respondents place
greater emphasis on technology, where an ongoing need to drive down costs and do more with less is the
primary objective.
It is encouraging to see that digital transformation is not generally perceived to be an IT project.
Though, as we will see later, business leaders do not equally share the IT leaders’ perspective that it is
central to digital leadership.
The relatively low association of digital transformation with overhauling business and operating models,
suggests a disconnect between the disruption happening in markets and its potential impact on
respondents. Disruptors are redefining sectors. Collaborative consumption as a business model has become
mainstream. Yet with the need to rethink existing business models ranking so low, every company should
be asking itself what would happen if an Uber or an AirBnB chose to enter their market.
Perception of digital transformation, by sector
Customer-facing
technology initiatives
55%
60%
35%
27%
31%
Synonymous with
IT/IT dept
15%
20%
16%
8%
9%
None of these or
Don’t know
22%
20%
19%
22%
8%
Employee empowerment/
collaboration
11%
14%
9%
10%
9%
Other Services
Financial Services
Public Sector
Manufacturing
Retail
Technology enablers
across the organisation
40%
27%
32%
34%
39%
Technology innovation/
experimentation
17%
12%
22%
18%
15%
General overhaul of
the business model
21%
16%
16%
9%
9%
Data, analytics and
IoT initiatives
18%
14%
13%
17%
16%
4
Perception of digital transformation, Business vs. CIO/IT
Customer-facing
technology initiatives
Technology enablers
across the organisation
Technology innovation/
experimentation
General overhaul of the
business model
Data, analytics and
IoT initiatives
Synonymous with
IT/IT dept
Employee empowerment/
collaboration
None of these or
Don’t know
43%
36%
35%
42%
19%
25%
17%
13%
15%
24%
12%
20%
10%
12%
18%
6%
Business leaders
CIOs and IT leaders
A sign that the IT function is, at last, blending into the organisation is the relative similarity in response from
the business and IT functions. Smart CIOs align their KPIs with those of the boardroom.
It is good to see that many see digital transformation as an opportunity.
5
When our survey asked what other words or statements that come to mind, top mentions included not
only opportunity but also future, customer, positive, necessary, essential and priority. It’s interesting to see
‘costly’ as the highest negatively associated word. Digital Transformation should be seen as an investment
in an organisation’s future rather than a cost to be kept down. However, the term ‘digital’ can all too often
be seen as synonymous with the IT department alone. If not viewed as an organisation-wide investment
and purely associated with one cost centre, digital transformation programmes are likely to be stunted
before they have a chance to deliver the true value they are capable of delivering to organisations.
Here are a couple of perspectives shared by those leading the digital charge:
‘We see digital transformation as a process involving the automation and refining of
processes to deliver better services to clients and candidates. It also offers the opportunity to
widen our reach and connect through a variety of channels. It enables recruiters to deliver
value through good data-driven intelligence. The days of cold calling are over!’
UK Managing Director, Professional Talent Recruitment company
‘Digital is simply a lever in the toolkit for improving the experience of both the staff and the
customers. It is an opportunity for us to repurpose existing market solutions, rather than
reinvent the wheel in-house. Our big focus is on people and not technology’
Head of IT Partnership Management, UK Utilities company
In conclusion, the perceptions of digital transformation are aligned to customers and operations. While this
is quite natural, organisations need to consider the broader implications of digital transformation and how
it can impact all aspects of an organisation, from empowering employees, to transforming products and
services, and creating new business models for evolving markets.
6
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Words that come to mind around digital transformation
7
2.
The Case
for Digital
Transformation
8
This section looks beyond the high-level vision and attempts to identify
the drivers that have triggered digital transformation initiatives.
Nearly half of all business leaders think their business model will cease to exist within the next 5 years. This
is a sobering thought. When you consider the scale of the organisations surveyed, this suggests real change
is coming to major parts of the UK economy.
However, there are some respondents who believe their own organisation’s business model will outlive the
sector model. These people might well be in disruptor-organisations. Or they might be oblivious to the
reality that their very own ‘Kodak moment’ is imminent.
How long does your current business model have left to run?
Financial Services
Retail
Other Services
Manufacturing
% of respondents (private sector only)
No more than 2 years
Between 2 and 5 years
Between 5 and 10 years
At least 10 years
Indefinitely
Don’t know
14%
15%
15%
7%
23%
10%
11%
13%
36%
27%
16%
15%
12%
16%
24%
15%
14%
18%
14%
32%
18%
16%
12%
9%
9
The previous question demonstrated that the threat of disruption is real. This question shows many
organisations believe it is going to happen very quickly. Half of all respondents expect sector disruption
to some degree in the next two years, with financial services respondents demonstrating the highest level
of anxiety (65%). Given recent changes to the UK economy it’s surprising to see a relative lack of concern
from those in manufacturing (27%), which could suggest they are confident they already have the business
models in place to succeed in the future.
How disrupted do you think your industry sector will be, in the next 2 years?
Where will the biggest disruption impacts come from?
Financial Services
Financial Services
Retail
Retail
Other Services
Other Services
Manufacturing
Manufacturing
Public Sector
% of respondents
% of respondents (private sector only)
Significantly
Established companies from own sector
None – we see ourselves as a disruptor
None – we see ourselves as a disruptor
Established companies from adjacent sectors
New entrants
Moderately
Not significantly disrupted
Too early to say
Don’t know
Don’t know
19%
27%
46%
33%
28%
17%
13%
14%
19%
26%
4%
7%
10%
19%
8%
16%
9%
17%
9%
15%
34%
39%
10%
30%
18%
12%
28%
36%
13%
22%
10%
25%
38%
16%
56%
9%
41%
9%
33%
16%
3%
3%
4%
6%
6%
8%
4%
6%
8%
10
It’s clear the threat of disruptors entering the market and taking significant market share is felt most keenly
in financial services (33%). That said, the percentage is still relatively low considering the extent of the
threats coming from innovations such as blockchain and the fintech community.
Whilst previously financial services organisations may have acquired disruptors to counter threats, this is
not always possible today. Fintech players know the value of what they are sitting on, so major financial
services companies are having to treat single figure headcount startups as peers.
While the majority of respondents from other sectors see organisations within their own industries as being
the biggest disruptive threats, it’s interesting to note that only a very small proportion consider themselves
to be a disrupter. Given the previous finding that a large proportion of organisation’s business models will
cease to exist in 5 years, this suggests an acceptance of their own fate.
% of respondents
What re the main drivers behind digital transformation initiatives?
Improve customer/
stakeholder experience
Exploit new
game-changing
technologies
Prevent disrupts taking
market share
First mover advantage
Empower employees
24%
24%
10%
20%
14%
14%
17%
16%
17%
Other Services
Financial Services
Public Sector
Manufacturing
Retail
Optimise
operations (efficiency)
Survive as a
business/organisation
Transform
products/services
Develop new
revenue streams
24%
23%
21%
21%
Not asked
Not asked
Not asked
68%
67%
57%
43%
51%
61%
61%
56%
58%
58%
51%
52%
38%
42%
32%
50%
34%
39%
36%
44%
42%
37%
36%
29%
31%
39%
24%
26%
29%
In the survey, we asked respondents what the main drivers are for digital transformation initiatives within
their organisations. Broadly speaking, choices focussed on customers and operations scoring the highest
echoes the findings we have seen so far. What’s striking is that survival as a business is seen as a key driver
across the majority of industries, showing just how important digital transformation is perceived to be to
the future success of organisations.
11
The relatively low focus across all sectors on employee empowerment is a concern. Organisations that place
employee empowerment at the heart of their business transformation will naturally attract and retain the
best talent, who in turn will deliver the best customer experience, devise the best products and identify the
most innovative ways to optimise business models.
The ranking of ‘first mover advantage’, whilst seemingly low, could have a strategic impetus behind it. Being
first in market at the expense of being the best is no longer a model for success in a world where immediate
feedback and unparalleled choice have given power back to the user.
So what do our digital transformation leaders think:
‘We believe our industry is ripe for disruption. We are concerned about potential threats.
Though we work in a very traditional market, and so we see ourselves as sitting on a
smouldering platform. That said, we are urgently looking at ways in which we can convert
the data generated by our interventions into customer value. Our vision is to be a data-
driven organisation’
Digital Transformation Director, UK and Global Engineering Consultancy
‘All the big players are reading from the same book. So disruption is likely to come from
a new player. Over 50% of our revenues come from maintenance. Should clients choose
to outsource the associated analytics to an organisation better placed in respect of data
scientists, then we could see the guts of our business going elsewhere’
Global Head of Strategy and Architecture, UK and Global Aerospace company
To conclude, there appears to be a split among respondents. Around half understand there are drastic
changes on the horizon but half seem to believe it isn’t happening anytime soon. For some, they feel like
we live in an age of urgency, for others it seems to be an age of innocence.
So how do these overarching perceptions of disruption translate to the overall strategic intentions of the
respondents’ organisations?
12
13
3.
Strategic
Approach
14
For an organisation to achieve its vision, it must have a strategy that
realistically reflects what needs to be done, and is woven into the
activities and minds of all those involved. The same is true for digital
transformation strategies.
When it comes to a clear or formal digital transformation strategy, financial services respondents are in a
league of their own, with almost two-thirds (64%) stating that such a strategy is in place. This is perhaps
understandable given the external threats they perceive are endangering their industry. Even a sector
that has such a high degree of regulation and legacy technologies has the ability to innovate if the
motivation is there.
However, looking more broadly across other sectors, respondents that believe they have a clear strategy in
place are in the minority. This is a major cause for concern – such organisations might well be vulnerable if
they are not a disruptor or don’t have a plan to avert disruption.
Do you agree/disagree your organisation has a clear or formal digital
transformation strategy?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIOs and IT leaders
% of respondents (private sector only)
Strongly agree
Strongly agree
Agree
Agree
Neither agree nor disagree
Neither agree nor disagree
Disagree
Disagree
Strongly disagree
Strongly disagree
Don’t know
Don’t know
14%
50%
16%
8%
9%
10%
9%
11%
31%
32%
24%
26%
27%
26%
12%
10%
15%
4%
8%
11%
16%
14%
11%
11%
37%
18%
17%
4% 12%
12%
35%
21%
14%
5% 12%
21%
44%
20%
8%
4% 4%
3%
15
Amongst those who stated their organisations have a strategy in place, the majority have had a plan in
place for 2 years or more, with a significant minority stating their plans have been in place for over 4 years.
At first this may seem surprising – but take into consideration the earlier focus on customer experience
and operational efficiency. In this context this time line would seem more understandable. But it begs the
question as to whether respondents truly understand the full impact digital transformation programmes
can have across the entirety of their organisations. To date, have they simply been pursuing a strategy of
‘Digital Transformation Lite?’
Notably, the CIOs and IT leaders feel more confident about the existence of a digital transformation plan
than business leaders. Possibly the CIOs or IT function have a better sense of the technology-driven threats
and opportunities – or do they think that their IT strategy equates to their organisation’s entire digital
transformation strategy?
How long has a digital transformation programme been in place?
Financial Services
Retail
Other Services
Manufacturing
Public Sector
% of respondents (those with a digital transformation strategy)
In place, but yet to start
Less than one year
1-2 years
2-3 years
3-4 years
Over 4 years
Don’t know
5%
8%
8%
13%
28%
19%
16%
20%
19%
29%
11%
16%
13%
8%
5%
13%
28%
24%
16%
16%
10%
15%
20%
22%
15%
9%
10%
15%
12%
20%
27%
4%
7%
16
Looking at where the digital transformation strategy originates, there is a strong sense that it comes from
the top. But the influence that the IT department has to play is a source of dispute – 31% of CIOs and IT
leaders believe their department has been instrumental in the development of strategies compared to just
6% of business leaders.
In respect of the outlier originators, there has been a perception for some time that Marketing is the driver
of digital strategy and as such, the CMO has been seen as a suitable candidate to lead the digital charge.
Its relatively low level of representation may therefore seem surprising. However, it is important to
distinguish between digital strategy and digital marketing as they are not one and the same.
Where does the digital strategy originate?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIO and IT leaders
% of respondents (those with a digital transformation strategy)
Board-level
Board-level
Finance
Finance
Senior leadership (below board)
Senior leadership (below board)
Marketing
Marketing
CIO or IT dept.
CIO or IT dept.
Other function
Other function
Operations
Operations
Don’t know
Don’t know
58%
52%
56%
51%
62%
26%
19%
19%
30%
25%
5%
10%
3% 3%
15%
16%
9%
2%
5%
13%
5%
61%
23%
6%
6%
48%
17%
31%
2%
17
Whilst it is encouraging to see that the majority of respondents view digital transformation as an
organisation-wide initiative, there is some cause for concern that a large proportion do not view this
strategy as extending to their supply chain, customers or end-consumers. No organisation is an island and
each of these play a crucial part in its ecosystem. If its rate of change is not matched by those surrounding
the organisation, much of the potential value digital transformation can bring will be lost.
How broadly does your digital transformation strategy extend or apply?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIO and IT leaders
% of respondents (those with a digital transformation strategy)
For one or more functions/depts
For one or more functions/depts
Organisation-wide, internally
Organisation-wide, internally
Both internally and externally
Both internally and externally
Don’t know
Don’t know
11%
13%
13%
45%
44%
49%
38%
38%
38%
6%
5%
53%
42%
5%
3% 45%
38%
3%
9%
47%
39%
5%
15%
36%
47%
2%
18
The perception that so many leadership teams still rely on gut feeling, which is significantly higher within
the public sector that in other sectors, rather than making decisions that are grounded in data and
analytics, is alarming. Is this because these leaders have got to where they are largely based on judgement
and instinct and so struggle to change habits of a lifetime or is it simply the case that despite the power of
data, many organisations still struggle to access good quality data and make sense of it?

What do the digital leaders say?
‘In transitioning from products to services, there is always the danger of getting stuck in
the middle. In order to avoid that we are running our services businesses as a separate
operation to our traditional products business’
SVP UK Sales, Energy Management company
‘Our strategy is driven by the needs of our customers. I actively keep pace with the changing
needs of the market by both keeping in touch with our clients and reading up, e.g. via blogs,
on what is deemed important by the market’
CEO, UK Creative Design Services company
In summary, digital transformation strategies, even when in place, appear to still be in their infancy, with
many internally-focused and not data-driven. Perhaps the term ‘digital’ itself is the cause for confusion,
with people attaching the term to the IT department and therefore focusing on internal practices. In reality,
organisations should be viewing this as business transformation in a digital world. In this context, the need
to bring suppliers, customers and end-consumers much more into focus is much more apparent.
Are most strategic decisions based on data and analytics?
Financial Services
Retail
Other Services
Manufacturing
Public Sector
Strongly agree
Disagree
Agree
Strongly disagree
Neither agree nor disagree
Don’t know
8%
7%
8%
8%
10%
32%
38%
31%
31%
25%
30%
22%
24%
27%
20%
9%
14%
12%
11%
10%
4%
7%
6%
4%
13%
17%
12%
18%
19%
22%
% of respondents
19
4.
Leadership
20
If digital transformation strategies are to move from infancy to maturity,
a digitally literate leadership team is vital. Given the short lifespan that
many respondents perceive their current business models have left to
run, the need for leaders to make the right strategic decisions that will
keep their organisations competitive in ever more disrupted markets are
paramount. So do organisations currently have appropriate leaders in
place to make these decisions?
Does your organisation have a digitally literate senior leadership team?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIO and IT leaders
% of respondents
Strongly agree
Strongly agree
Strongly disagree
Strongly disagree
Agree
Agree
Don’t know
Don’t know
Neither agree/disagree
Neither agree/disagree
Disagree
Disagree
16%
14%
12%
13%
7%
43%
24%
32%
28%
28%
16%
21%
17%
21%
28%
13%
17%
18%
17%
15%
4%
12%
8%
8%
9%
8%
12%
14%
13%
14%
14%
29%
20%
17%
8%
12%
17%
51%
12%
10%
7% 4%
21
In an era of great market disruption, it’s a real concern that almost half of business respondents feel that
their leadership is unwilling to disrupt their own business in order to grow and be more competitive in the
future. This suggests a high degree of indifference and inertia.
Traditional business models effectively condense decision-making to a handful of people. As such, it’s
important to choose these people wisely. The survey data suggests that in the digital era, this is not
necessarily happening. There is a high percentage of senior leadership teams who are not perceived as
digitally literate. This implies that many of our leaders in the UK today may be leading their people on a
path that is increasingly deviating from the reality of the market today.
There is a clear discrepancy between the CIO and IT leaders and business leaders as to whether they have
a digitally literate leadership team. Possibly they are judging digital leadership on their IT skills, rather than
a broader digital competence? In any case, the level of apparent digital illiteracy is significant, particularly
given the extent to which our focus sectors are so data-driven.
It’s also interesting that only 35% of public sector respondents believe they have a digitally literate
leadership team when concepts such as e-government and transformational government have been
around for more than a decade. This highlights some of the systemic problems faced by public sector
organisations in embracing digital transformation.
Is your leadership team willing disrupt existing businesses?
Financial Services
Retail
Other Services
Manufacturing
% of respondents (private sector only)
Strongly agree
Strongly disagree
Agree
Don’t know
Neither agree/disagree
Disagree
17%
39%
21%
10%
4%
4%
8%
13%
42%
18%
11%
11%
14%
33%
19%
15%
14%
5%
12%
42%
14%
13%
4% 13%
22
As we identified earlier, the recognition of the task at hand for financial services organisations could be
one of the reasons why they are more likely to have digital leaders in place. What is of more concern is the
absence of digital leaders in sectors that are often driven by technical innovation and data.
Does your organisation have any senior digital leader roles in place?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIO and IT leaders
% of respondents
Yes, one or more
Yes, one or more
No, though planned/considered
No, though planned/considered
Don’t know
Don’t know
No, not currently
No, not currently
61%
45%
42%
36%
38%
12%
10%
12%
10%
10%
13%
16%
21%
36%
20%
14%
29%
24%
19%
32%
11%
20%
23%
46%
63%
12%
14%
11 %
23
Who does the most senior digital leader report to?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIO and IT leaders
% of respondents (those with one or more senior digital leader)
CEO, MD or equivalent
CEO, MD or equivalent
CFO/Finance leader
CFO/Finance leader
CIO
CIO
CMO/Marketing leader
CMO/Marketing leader
COO/Operations leader
COO/Operations leader
Don’t know
Don’t know
IT leader (non-CIO)
IT leader (non-CIO)
Other function
Other function
51%
47%
47%
39%
52%
11%
15%
13%
3%
6%
7%
8%
9%
18%
2%
3%
6%
3%
15%
2%
2%
4%
6%
4%
2%
4%
3%
3%
2%
11%
6%
3%
6%
4%
13%
14%
13%
27%
15%
53%
7%
6%
4% 4% 3%
7%
15%
42%
25%
19%
5% 1%
4%
5%
For those organisations that have digital leaders in place, it is healthy to see that many report into the CEO.
But the trend needs to accelerate so that the digital transformation strategy becomes the business strategy,
and thus the CEO becomes the owner. The level of ‘don’t knows’ is significant. It suggests that for many,
digital transformation is an isolated project happening somewhere else in the business.
There is a large discrepancy between business leaders and CIO and IT leaders as to where digital leaders sit
within their organisation. While 44% of respondents with IT responsibilities see the leadership sitting within
their team, only 13% of business leaders agree.
24
What do our digital leaders say?
‘Our leadership is getting there in respect of digital savviness. There is an active programme
in place to help our leaders keep abreast of trends. We see digital not so much as a role, but
more of a leadership competence.
Our leaders need to balance risk taking against the needs of a very conservative customer
base, that is typically look forward in terms of 20-year time horizons’
SVP UK Sales, Energy Management company
‘The company is quite risk-comfortable. This is reflective of the youth of the organisation
– average age 30 years old. However, we have become slightly less risk-comfortable, given
the economic uncertainty. But we recognise that this is the new normal’
UK Managing Director, Professional Talent Recruitment company
In summary, it’s encouraging that many organisations have both a digitally literate leadership team
and digital leaders working at board level. However, it’s still a concern that a large proportion of those
organisations are unwilling to disrupt their own businesses to grow and compete in the future. So despite
a belief that digital literacy exists at leadership level, is there still a lack of understanding about the full role
technology can play in the transformation of a business?
25
5.
Technology
26
While technology has long been a core component of the infrastructure
of business, in order for it to shape business strategy there has been
a real need to translate technical discussions into language the board
understands. This has manifested itself in more recent years by reducing
the importance of technology competence in the role of the CIO.
Business leader first, technology leader second.
However, a swathe of new technologies has arrived. All with almost unlimited potential, and most with
a price point that makes their commercialisation feasible. There has never been a time when strong
technology leadership was so important. Not just in the CIO, but in all the leadership roles.
Looking at which technology trends will be most prominent over the next three years, the relative
significance of the technologies is generally reflective of their maturity, which is to be expected. However,
it’s interesting to note that broadly speaking all the sectors are within a point or two across all technology
trends. Where previously we have seen a significant variance between public and commercial sectors, it’s
interesting to note that such an innovative and nascent trend such as virtual reality/augmented reality (VR/
AR) is generating as much excitement among public sector respondents as it is among other industries.
The fact that financial services are most bullish around the significance of cloud services over the next three
years is interesting and indicative of a market where regulatory authorities are continuing to gain trust in
the value that cloud services can deliver.
How significant do you expect these technology trends over the next 3 years?
Financial Services
Retail
Manufacturing
Public Sector
Other Services
Analytics/
Big Data
2
3
4
5
6
7
8
Cloud
Computing
Internet of
Things (IoT)
Sensors
and M2M
AI and machine
learning
Smart digital
assistants/bots
VR/AR
Robots
3D printing
Respondents rated each technology rated on a 1-9 scale where 1 = ‘not significant at all’ and 9 = ‘extremely
significant’. Mean scores shown (don’t knows excluded)
27
We then asked which of these technologies the organisation was actively using or experimenting with.
Again, there is no surprise that analytics & big data, and cloud, lead the way, given the relatively mature
nature of these technologies. However, it is surprising to note that the retail sector does not have the same
appetite as financial services in this respect.
VR and AR have the potential to significantly upgrade the customer experience and worker productivity. It
is surprising to see the public sector leading the charge in this respect. Smart digital assistants and bots can
also provide an enhanced customer experience, yet the public sector is the least active in this space.
The power of algorithms have long been recognised by banks and other financial services companies so
it is perhaps unsurprising that respondents displayed an increasing interest in machine learning over the
next three years. However, it is surprising to note the retail sector’s indifference, given its power to predict
consumer behaviour and thus its ability to enable forward-thinking retailers to anticipate and capitalise on
evolving consumer habits.
Which of these is your organisation actively using or experimenting with?
Financial Services
Retail
Manufacturing
Public Sector
Other Services
Analytics/
Big Data
0%
10%
20%
30%
40%
50%
60%
70%
Cloud
Computing
Internet of
Things (IoT)
Sensors
and M2M
AI and machine
learning
Smart digital
assistants/bots
VR/AR
Robots
3D printing
% of respondents (don’t know excluded)
28
When it comes to the security of cloud services, there is a significant disparity between the private and
public sector. Almost three quarters (70%) of commercial organisations believe cloud services to be at least
as secure as their in-house systems. This drops to 43% for respondents in the public sector which has the
highest number (38%) believing that their in-house systems are more secure. Recent moves to the cloud by
major government departments would suggest a growing confidence in cloud security but the message is
yet to permeate throughout the sector.
In conclusion, the use of big data and analytics and cloud technologies is expected to continue growing
across all sectors in the years ahead. However, what is clear is that many organisations are starting to
experiment with newer innovations such as VR and AR, chatbots and machine learning. These technologies
are often associated with startups who lead the charge on experimentation and establishing new business
models. But the respondents to this survey represent much larger organisations and they are clearly keen to
explore the value these nascent technologies can deliver. Perhaps there is a desire to counter the threat of
disruptors after all.
Do you think the security of cloud services available in the UK today are better
or worse than your existing in-house systems?
Financial Services
Retail
Other Services
Manufacturing
Business leaders
Public Sector
CIO and IT leaders
% of respondents (those without any in-house systems excluded)
Probably better
than in-house
Probably better
than in-house
Probably just as
good as in-house
Probably just as
good as in-house
Don’t know
Don’t know
Probably worse
than in-house
Probably worse
than in-house
22%
38%
24%
17%
31%
28%
13%
28%
19%
44%
19%
18%
17%
35%
23%
25%
18%
25%
38%
20%
19%
35%
23%
22%
25%
46%
24%
5%
29
6.
People
30
One of the great ironies of the fourth industrial revolution is that it is
not only about technology, but also about people. In a world where
technology is ‘on tap’ it will be increasingly difficult to gain a competitive
advantage through technology differentiation alone. The difference will
come from the creative individuals whose innovative thoughts lead to
differentiated services that command a healthy margin in the market.
So the logic follows that organisations should be developing and
empowering their people to evolve from task-oriented workers
to innovators.
Whilst organisations are implementing new technologies to improve collaboration and there are
efforts in place to drive organisational-wide cultural change programmes, empowering employees and
decentralising decision-making ranks worryingly low in the list of actions taking place. Given the fluidity in
the market for talent, organisations need to ensure they are meeting the needs of their employees or they
will go elsewhere. Indeed, with Millennials now accounting for a significant portion of the UK workforce,
it is worth reinforcing they have high expectations in respect of what work offers them, and have no
compunction leaving an organisation because the opportunity is better next door.
The financial services sector shows a degree of boldness regarding innovation and experimentation. It
will be interesting to see how far this can be taken in respect of service innovation in such a heavily
regulated industry.
% of respondents
Is your organisation taking any actions to change the workplace and culture?
New technology to improve
employee collaboration
Empowering employees, less
centralised decision-making
Don’t know
None of these
Other Services
Financial Services
Public Sector
Manufacturing
Retail
New technology to improve
external collaboration
Organisation-wide cultural
change programme
More innovation/
experimentation
Hiring more people with
digital skills/expertise
41%
28%
42%
38%
33%
31%
26%
26%
34%
30%
17%
34%
21%
21%
28%
33%
19%
22%
22%
22%
22%
33%
21%
19%
21%
24%
18%
14%
12%
11%
10%
11%
16%
10%
22%
14%
11%
11%
21%
17%
31
We asked respondents about how attractive they think their workplace is for Millennials. For the purposes
of the survey we defined this as people between the ages of 18 and 35. By this definition, Millennials already
represent over a third of the UK workforce.
A significant percentage seem to believe they have this nailed. Only around 20% of those in commercial
organisations think their workplace is less attractive than average, though this rises to more than 25%
amongst those in the public sector.
The top reasons cited by those who say they are Millennial-friendly include flexible working, a good
career path & prospects, pay & benefits, use of the latest technology or being ‘a digital company’,
culture and being an ethical and responsible employer. A significant number also say they have specific
initiatives to engage and recruit younger workers, or that they have a strong graduate and apprentice
recruitment programmes.
For those who think their workplace is less attractive than average the top reasons cited include being in an
unglamorous industry sector, or the perception of being somewhat old-fashioned and unexciting. Other
top mentions include being behind on technology, organisational inflexibility, and being cautious and risk-
averse. Some respondents also mentioned lack of flexible working options or poor work/life balance.
Is your organisation more or less attractive than the average UK workplace,
for Millennials?
Financial Services
Retail
Other Services
Manufacturing
Public Sector
% of respondents
Definitely more attractive
Definitely less attractive
Probably more attractive
Don’t know
About average
Probably less attractive
13%
17%
18%
17%
9%
32%
20%
27%
30%
22%
29%
28%
29%
24%
31%
16%
13%
14%
12%
16%
5%
10%
4%
10%
10%
5%
13%
8%
7%
11%
32
Here are some more enlightened perspectives:
‘We recognise the value in young talent, what with their unconstrained perspectives. This
does need to be tempered with experience of the older workers. Nonetheless, their thoughts
are generally considered to be of high value’
Digital Transformation Director, UK and Global Engineering Consultancy
‘We are well placed to witness what constitutes talent management best practice.
Money is a short term incentive. Flexibility in how people work is highly valued. People
also appreciate the investment our organisation makes in terms of their professional
development’
UK Managing Director, Professional Talent Recruitment company
To sum up, in some instances there appears to be a real gap between best practice and actual practice.
Organisations that do not recognise the importance of employee empowerment have probably not made
the mindset transformation required to operate in the digital economy. This puts those have made the
leap at a strong advantage. And given that the talent pool is in short supply, this will put the long-term
prospects of the old school players into question.
33
7.
Progress
34
Up until now the report has focused mainly on perceptions and opinions
around digital transformation. This next section takes a look at the
tangible actions in place and subsequent progress being made.
Overall, respondents from financial services report more actions taking place than those in other sectors.
The big push on customer experience, especially in financial services and retail, is very much in keeping
with sentiments earlier in the report. However digital transformation is much more than creating a
digital façade.
The notion of IT agility is not new. That it has been around for over two decades could suggest a
challenging environment that IT leaders have had to operate within. Many financial services organisations
will have a challenging balancing act in respect of embracing an agile approach to IT, and meeting the
governance needs of the regulators. It is interesting to see people-related initiatives ranking relatively
highly, though still in only a minority of organisations. Acquisition and joint venture activity is cited by
around one in six of those in financial services and the other services sectors. The number of organisations
across all sectors embarking on this activity seems low. Acquiring new businesses can be a smart way to
acquire new business models, and new kinds of experience and skillsets.
% of respondents
What actions is the organisation taking now to address or exploit digital?
Creating better
customer experiences
Acquisitions or joint
ventures around digital
Don’t know
None of these
Other Services
Financial Services
Public Sector
Manufacturing
Retail
Creating more agile IT
Changing
organisational culture
Improving employee
collaboration
Creating a team to
experiment with
new technologies
Creating radically different
products or services
Appointing senior
digital executives
58%
48%
40%
28%
30%
50%
43%
34%
36%
43%
32%
28%
28%
24%
33%
25%
25%
33%
23%
29%
38%
26%
20%
20%
14%
22%
18%
18%
13%
30%
19%
17%
26%
16%
11%
16%
8%
16%
11%
6%
2%
6%
9%
10%
14%
12%
20%
20%
20%
29%
35
For those organisations embarking on acquisitions and joint ventures, the most common cited drivers
are to generate new sources of revenue and to gain digital technology. Relatively few see elimination of
potential competitors, or to act as a hedge against possible disruptors, as key reasons.
It is notable that up to a fifth of leaders in commercial organisations say they simply ‘don’t know’ whether
any of these actions are taking place – even higher amongst those in the public sector. Might this be due to
poor communications, or are they just not seeing the benefits?
What are the main reasons for acquisitions or joint venture activity?
To generate new revenue streams
To gain digital technology to apply to existing business
To acquire digital skills (people)
To survive as a business/organisation
To eliminate potential competitors/disruptors
To act as a hedge against possible disruptors
42%
41%
30%
24%
17%
16%
% of respondents (those who mentioned acquisition/JV activity)
36
When asked about potential barriers to successful transformation, the leading causes are all indicative of an
industrial era model – slow decision making, risk aversion, legacy investments and poor IT agility. So it is no
surprise they are ranked highly. This response suggests these issues are seen as getting in the way of digital
transformation, as opposed to being the very things digital transformation needs to address.
Interestingly, the relatively low culture change response suggests that the workforce is generally not seen as
obstructing the transformation. However, a lack of management sponsorship is a fatal condition, and may
be indicative of a digitally illiterate leadership team. The percentage of respondents citing this as a barrier
seems surprisingly low, given the leadership findings covered earlier.
% of respondents (private sector only)
What are the potential barriers to successful digital transformation?
Slow decision-making /
excess caution
Unable to attract talent
None of these or
Don’t know
Too much focus on pure
technology
Other Services
Financial Services
Manufacturing
Retail
Lack of agility in IT
Investments in
legacy systems
Unwilling/unable to
change culture
Unwilling/unable to rethink
business models
Privacy/security
considerations
Knowing which digital
trends to respond to
Lack of management
sponsorship
33%
28%
32%
33%
39%
35%
29%
26%
38%
29%
24%
21%
19%
26%
21%
18%
14%
13%
17%
15%
15%
15%
15%
21%
4%
15%
18%
14%
23%
16%
14%
10%
13%
12%
8%
8%
8%
11%
5%
8%
11%
15%
23%
27%
37
Amongst public sector respondents, budget constraints are cited most often as a potential barrier
(note, we did not present this response option to respondents working in private sector organisations).
While budgetary pressures are clearly important and very real, it’s possible some leaders in public sector
organisations see digital transformation more as a cost than an investment.
It is interesting to see that organisations in the public sector feel relatively unburdened by legacy systems,
given that some were amongst the earliest adopters of large-scale custom IT systems.
What are the potential barriers to successful digital transformation (public sector)?
Budget constraints
Unwillingness to radically rethink how we operate
Slow decision-making or excess caution
Privacy/security considerations
Lack of agility in IT infrastructure/operations
Too much focus on pure technology
Unwillingness/inability to change culture
Unable to attract talent
Legislative and regulatory considerations
Lack of senior management sponsorship
Investments in legacy systems
Knowing which digital trends to respond to
None of these or Don’t know
38%
16%
34%
15%
26%
14%
22%
11%
18%
10%
9%
1%
5%
% of respondents (public sector only)
38
We asked leaders whether they think they’re ahead or behind their peers in terms of digital transformation.
It is a relief to see there is some degree of caution in terms of declaring their organisations as being
significantly ahead in respect of digital transformation. Given the issues flagged in this report, we might
expect the ‘behind’ brigade to be much larger. But with the lack of a common definition for digital
transformation, this may be more based on gut feeling than underpinned by any real benchmarking.
More worrying is the significant minority of leaders who say they have no perception of where they sit in
respect of their relative progress. These people might appear hermetically sealed from the cold winds of
global digital reality.
Do you think you’re ahead or behind, in terms of digital transformation?
Financial Services
Retail
Other Services
Manufacturing
Public Sector
% of respondents
Significantly ahead
Commercial sectors asked relative to ‘existing competitors in your industry sector’
Public Sector respondents asked relative to ‘other UK organisations in your sector’
Somewhat behind
Somewhat ahead
Significantly behind
Don’t know
Neither ahead nor behind
7%
5%
4%
3%
1%
35%
28%
31%
16%
25%
30%
18%
26%
20%
39%
9%
15%
15%
15%
18%
14%
27%
16%
33%
13%
5%
7%
7%
14%
5%
39
What do our transformation leaders think?
‘In taking our digital journey, we have learnt that the trick is in getting the correct balance
between local and global initiatives. And to avoid trying to do everything yourself’
UK Managing Director, Professional Talent Recruitment company
‘We have very clear goals and deadlines. Digital transformation is not an activity that will
just roll on and on. We see it as a project that underpins our goal to double in size by 2021’
Digital Transformation Director, UK and Global Engineering Consultancy
The findings in respect of progress suggest that whilst many organisations have embarked on a digital
transformation journey, the extent to which they are braced for radical change appears relatively low. There
is a sense that many organisations are tinkering around the edges of their business model.
Possibly this is a characteristic of short-termism. A CEO who boosts the share price because their customers
are delighted with the new mobile app will be rewarded accordingly. The CEO who realises that the
changes required need to be profound may be sacrificing their own track record to make their successor
appear the hero.
It’s likely we will witness a number of digital transformation resets before many organisations’ plans reflect
the deep business reengineering required to thrive in the fourth industrial revolution.
40
41
8.
Society
42
The transition to the fourth industrial revolution is not just an issue for
commercial, public and non-profit sector organisations. Technology-
enabled workers are also technology-enabled citizens. Augmented
citizens will have augmented expectations from their governments.
We asked respondents what impact they think digital transformation will have on UK society over the next
few years. Security and privacy are widely considered to be a concern. This response seems perfectly natural
given the extent to which technology has permeated our lives, and the extent to which our personal and
professional data is on record, so to speak. Major security breaches across both public and private sector in
recent years add weight to these concerns.
A significant number of respondents believe that digital transformation will make for a more efficient
society. However, around a third think that older generations of workers will get left behind in some
ways, rising to over 40% from those in retail. The feeling from some that employees will resist digital
transformation is broadly in line with the observation noted earlier that culture change is a potential barrier.
All of these findings suggest a need for government and organisations to do a better job of addressing
privacy concerns within society, demonstrating how data is used and empowering citizens to take
ownership of their data. It is important that in these endeavours, organisations are mindful of all groups
that society is comprised of, ensuring that none get left behind.
% of respondents
What impact will digital transformation have on UK society over the next few years?
Will raise more concerns
about privacy/security
Will mainly be a
force for evil
Manufacturing
Other Services
Financial Services
Public Sector
Retail
Will be a driver of efficiency
Will mean older generations
will get left behind
Will mainly be a force
for good
Will generate resistance
from employees
Will enlarge government
Will shrink government
Very little - just a latest
fad, soon surpassed
48%
47%
46%
51%
56%
39%
29%
24%
22%
43%
41%
30%
30%
17%
32%
32%
26%
54%
39%
42%
30%
19%
34%
34%
22%
8%
5%
5%
5%
8%
8%
14%
7%
7%
8%
8%
2%
2%
2%
6%
4%
6%
6%
1%
1%
43
Conclusion
44
The research underpinning this report is the most extensive to
date in the UK. It provides a unique insight into the state of digital
transformation in the country. We see this as comprising organisations
that are in three distinct groups:
Innocence
The findings reveal a high degree of innocence in respect of what is driving the need for digital
transformation. There is a sense that the seismic changes and volatility we are experiencing today are really
nothing more than business as usual, just a bit faster.
There seems to be little realisation that the power is shifting away from the employer to the talent. New
business models such as collaborative consumption are generating value out of data. New startups are
wielding economies of scale, crowdsourcing and utility services to mix it successfully with the incumbents.
Refining one’s existing business processes is not a sufficient or appropriate response.
If established organisations are going to make the transition, both business and IT leaders need to fully
understand how the world is changing, and how they can capitalise on the changing world.
Inertia
Invariably organisations that have enjoyed success because one set of circumstances gave them a
competitive advantage, or even a monopoly, are not necessarily designed to reinvent themselves on a
regular basis. Today, at best, most organisations can hope for transient dominance. This means that the
focus of business in many instances is establishing where the next cashflow stream lies.
The report flags a number of tensions that are serving to fuel this inertia. Digital illiteracy in the leadership,
no real sense that survival is at stake and gut-based decision making come to mind. There is definitely a
sense that leaders feel the need to change, but that burning platforms are perceived as a problem for
other sectors.
A big focus on budgets is indicative of a failing business model. When businesses come to a close their
margins tend to gravitate to zero. A way to prop up the business is to focus on driving out costs to
re-engineer the margin. A focus on cost savings rather than innovation is an indicator that the game is
coming to an end.
That said, digital economy players are ruthlessly cost sensitive. But they are also ruthlessly curious and
innovative. They are quick to establish what the market wants, and are quick to modify or kill off a service
or other initiative where required. This real-time dynamic simply serves to make the industrial era players
sloth-like in their behaviour.
Innovation
The survey findings show encourging signs of innovation. However, the indicators are that organisations are
not necessarily in a hurry to upskill and empower their people, so that innovation is woven into the fabric of
the organisation.
There is an emerging school of thought that it may sometimes be better to acquire creative businesses and
run them in parallel to the existing business model. However, the survey suggests a relative lack of appetite
for acquisitions or joint ventures around digital.
The bottom line is that the current focus on process refinement needs to be replaced with a strong
emphasis on innovation.
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Next steps
So what lessons should we take away from these findings? Below we present some areas for consideration if
organisations are to give their digital transformation journeys the best possible chance of success.
Understand what is driving the need for change
There are certain macroeconomic trends that are impacting the world we live in. Hyper-connectivity
brought about by new technology has a role to play. As does globalisation, changing demographics,
energy security, and talent scarcity. The point is to identify what factors affect your market most.
It would be wise to take a fuzzy view as to where the boundaries of your market lies. Who is your
actual competition, particularly as data is a key element of your value proposition? Who might be your
competition tomorrow?
Ensure your leadership is digitally competent
In order to avoid a ‘blind leading the blind’ situation, having sound digital leadership is key. Keep in mind
that this is not something that can be delegated to a role. Digital leadership is a competence that all your
senior leadership team should possess.
Smart organisations will make it a priority to ensure that their CEO is digitally savvy.
Empower your people
It makes no sense to have access to a large brains trust, yet utilise them as brainless oxen. That model
worked well when we needed people to act as technology placeholders in the industrial mills. As more
people start to align their work with their passions (and of course market demand), they will not need
micro-management. They should be given the latitude to be curious, to experiment, to fail, and to thus
learn both personally and on behalf of the organisation.
Empowered, passionate, and competent people have the capacity to help shape the strategic direction of
the organisation. This is not something to limit to a handful of board members.
Become data-driven
The majority of the most successful organisations within the digital economy are data-obsessive. They
will push products and services into the market and study the associated data very carefully. The data will
tell them whether they have a winner, where to develop or innovate further, or whether to drop the new
proposition altogether.
If one thinks of the organisation as a body, developing its senses is critical. Our senses help us as individuals
to build a model of the environment in which we operate. These senses help us identify opportunities and
threats. Corporates need to develop similar senses. IoT has a role to play here, as does big data, analytics
and machine learning. The ability to spot weak signals and act on them might enable organisations to grab
a large share of a nascent market, whilst its competitors are oblivious to its very existence.
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Be flexible in both strategy and vision
The industrial era was the age of certainty. We could build factories knowing full well that people would
likely buy the output for years to come. We are now in the age of uncertainty, so we cannot make such
long term assumptions. Therefore, we need to be agile from a business perspective. Sometimes a new
opportunity confronts us, and it has such potential that it could well lead to a change of vision. Clearly a
change of that nature would not be taken lightly.
A potential challenge with being data-driven is that it can flag where a rigid adherence to a well-planned
strategy appears at variance with the opportunities staring an organisation in the face. That can be
irritating if the leadership team has fired up the organisation to adhere to the strategy. But irritated and
wildly successful trumps oblivious and defunct.
Embrace the cloud
Embracing the cloud is not the risk it once was. Many established organisations have been running their
business on it for years. By doing so they can free up the cognitive capacity of their IT function to focus on
matters of higher value.
Cloud services enable organisations to service employees, customers and other stakeholders on the device
of their choice. Similarly, it allows people to engage when and where it suits them.
It is sometimes said that all companies are in the technology business in the fourth industrial revolution.
This is not necessarily true. All companies are in the information and insight business. Let someone else
worry about the technology infrastructure.
Experiment with new business models
Nobody can safely say that their existing business model is futureproofed. Therefore, organisations should
always be experimenting with new business models. This needs to be a parallel exercise. It’s a little too late
to start exploring new business models when the current one has bit the dust.
Business leaders today need to think of themselves as portfolio business leaders. The better their portfolio
coverage the more likely they will have a successor should their primary business fail.
Be a bit more paranoid
The day business leaders start to believe their businesses are bulletproof is the day t