Global technology consultancy Thinkworks defines organizations that can respond to market changes through continuous adaptation as “evolutionary organizations”. He argues that rather than focusing solely on technological change, organizations should focus on developing capabilities that support continuous innovation. While many organizations recognize the benefits of adopting agile approaches in their technology capabilities and architecture, they have not extended these structures and ways of thinking throughout their operating model, allowing their impact to extend beyond a single transformation project.
Global spending on digital transformation is growing rapidly: 16.4% per year according to IDC. The company’s from their purpose. Successful firms, however, have nearly double the revenue growth of unsuccessful ones and more than double the growth in total enterprise value. .
This MIT Technology Review Insights report is based on a survey of 275 business leaders, supplemented by interviews with seven experts in digital transformation. His main findings include:
• Digital transformation is not just about technology. Adopting new technology for its own sake does not enable the organization to continue to adapt to changing conditions. Among survey respondents, however, transformation is still synonymous with technology, with 70% planning to use new technology in the next year, but only 41% looking for changes in their business model.
• The business environment is changing faster than many organizations realize. A majority of survey respondents (81%) believe their organization is better than average and nearly all (89%) say they are catching up with or ahead of their competitors – suggesting a wide gap between the rapidly evolving reality and executives’ perceptions. Their readiness.
• All organizations must build capabilities for continuous innovation. The only way to keep up is for organizations to constantly change and improve, but most traditional businesses lack the strategic flexibility necessary to do so. Almost half of business leaders outside the C-suite (44%) say, for example, organizational structure, silos, or hierarchies are the biggest barriers to change in their organizations.
• Focusing on customer value and empowering employees are key to organizational evolution. The most successful changes prioritize creating customer value and enhancing the customer and employee experience. Meeting customer needs is a constant source of value in an ever-changing world, but many traditional organizations fail to take this long view, with 15% of respondents concerned about not meeting customer needs if they fail to change.
• Fast testing requires the ability to fail and recover quickly. Organizations agree that iterative, experimental processes are essential to finding the right solutions, and 81% say they have adopted agile practices. Fewer, however, are concerned with their ability to execute decisions quickly (76%)—or to shut down initiatives that aren’t working (60%).
