Digital Success


  • Companies with the most successful digital initiatives (the ‘digital leaders’) are much
    bigger fi rms, spend far more, and are much more likely to have achieved critical
    new business capabilities than the fi rms with the least successful initiatives (the
  • Leaders (far more than followers) want to use digital customer data to identify enhancements to existing off erings and the need for new ones; followers are more interested in using their digital connection to market their off erings
  • Leaders leverage the Digital Five Forces; followers’ initiatives tend to focus on only
  • Despite making much bigger digital investments, leaders are savvier about where they spend, including devoting a bigger piece of their budget to cloud computing and not creating proprietary hardware that will soon be commonplace
  • Leaders are much more likely to have one digital strategy and operate their digital initiatives in one group rather than decentralize them