In 2015 and 2017, research by Peter Weill and Stephanie L. Woerner surveyed several hundred enterprises, examining both the capabilities needed for digital business transformation and the impacts on performance. Becoming ‘future-ready’ requires changing the enterprise on two dimensions – customer experience and operational efficiency.
By the underlying criteria, 23% of the businesses surveyed were future-ready, shown in the upper-right quadrant of the exhibit below. Their performance averaged 16 percentage points better than their industry average, meaning that if the average net profit margin for a company in a given industry was 8%, future-ready enterprises earned 24%.
Weill and Woerner identified four different pathways that companies took to become future-ready. Each pathway begins in the bottom-left quadrant (Silos and Complexity), and each involves significant organizational disruption:
Pathway 1: Standardize first – moves enterprises from the Silos and Complexity quadrant to the Industrialized quadrant.
Pathway 2: Improve customer experience first – involves moving from the Silos and Complexity to the Integrated Experience quadrant.
Pathway 3: Take stair steps – enterprises move toward becoming future-ready by alternating their focus from improving customer experience to improving operations and then back again, shifting the focus back and forth as needed.
Pathway 4: Create a new organization – rather than fight an uphill battle to transform their existing organization, leaders who choose to pursue Pathway 4 start new enterprises that begin life as future-ready.
The adequate approach will depend on the company’s context, the industry environment, and the objectives executive management wants to achieve:
- Pathway 1 makes sense if the customer experience the company provides is around industry average and the threat of digital disruption is not high. CIOs are a good choice to lead Pathway 1.
- Pathway 2 makes sense if the customer experience the company provides is significantly worse than average and you can’t wait to improve, or if there are worrisome new competitors. An executive passionate about customer experience who is technologically literate is a good choice to lead Pathway 2.
- Pathway 3 makes sense if the customer experience the company provides is a problem, but you can identify a few limited initiatives that will make a big difference. Start with those and then focus on operations — and repeat in small steps. A chief digital officer is a good choice to lead Pathway 3.
- Pathway 4 – building a new enterprise – makes sense when you can’t see a way to change the culture or the customer experience and operations fast enough to survive. The CEO or COO are good choices to lead Pathway 4.
For further, worthwile details of this research I recommend reading the entire article at MIT Sloan Management Review.