While our proposed framework is novel, the reality of implementing an integrated, cross-functional approach to digital transformation is not. However, creating such an integrated approach is critical. We discovered that the technologies listed in our survey that align with these imperatives were rated as the top five most important to enable digital transformation when we analyzed data from 2,860 global business and public-sector leaders who responded to the Digital Transformation Executive Survey. Furthermore, we discovered that the more digital imperatives these organizations implemented, the higher their digital maturity and profitability. Furthermore, more digitally linked organizations outperformed in terms of strategic objectives, adaptability, and ability to succeed.

To accurately assess the value that organizations can gain from increased adoption of digital imperatives, we divided respondents into two groups: seven “digital all-rounders,” who had implemented three or more digital imperatives (13 percent of respondents), and “digitally developing,” who had implemented fewer than three digital imperatives (87 percent of respondents). While 67 percent had adopted at least one digital imperative, organizations realized greater value when they coupled them into an integrated digital strategy. 

Digital all-rounders are at the helm of digitally developing organizations in the following areas: 

Capacity to change: Digital all-rounders were better able to scale, achieving full-scale implementations more frequently (77 percent vs. 64 percent), and their digital capabilities aided them greatly in dealing with COVID-19 problems (35 percent vs. 24 percent).

Ability to win: All-rounders also reported higher-than-average revenue growth rates (74 percent vs. 65 percent) and citing digital capabilities as a critical differentiator (36% vs. 25%).

Many organizations, whether they recognize it or not, are already pursuing this integrated strategy. We interviewed four global leaders in charge of digital transformation in their organizations, each in a different business and technical function, industry, and geography, and discovered that they were already approaching transformation in this manner—but without a clear language and frame to guide them. During these discussions, we found out that this framework can help organizations with three different digital transformation goals: optimize one digital imperative across all three of these areas; combine multiple imperatives to build a more complete strategy; or use a combined approach that combines multiple imperatives across these strategies.

Prudential, for example, prioritized the insights imperative across business, technology, personnel, and operational strategies. They engaged underwriters in the construction of its algorithm to automate underwriting in order to get better adoption and value from the transformation. “The way they work is changing,” said Robert Huntsman, chief data scientist for Prudential Financials’ life insurance and retirement business. “Knowing that, underwriters have been involved from day one in helping to write the requirements, crafting how the model works, as well as changing their own processes for how they would interact with the model.” Now, you can get an expedited judgment on 60% of applications, lowering the amount of time an underwriter needs to spend examining an application. That represents a significant cost savings for the organization, allowing us to be more price competitive and offer our consumers the services they require more quickly. ” 

Alternatively, the framework can assist organizations in developing a more integrated business strategy that incorporates platforms, insights, experience, connection, and integrity. A platform approach to improving end-to-end data integration across customer insights and experiences while keeping data integrity in mind. “We’re concentrating on linking our company from end to end to deliver an improved and more transparent experience for our consumers, customers, and ingredient suppliers,” he stated. This necessitates connecting all data from the start of R & D, all the way through the supply chain, to our retail customers, and all the way to the consumer. 

British American Tobacco and Contact Energy examined a number of digital imperatives that were aligned across business, technology, and operations/workforce initiatives. Elaine Chum, area head of digital transformation, British American Tobacco, North Asia, described how she is leading her company’s online retail platform strategy in Japan to create a direct-to-customer buying experience while adhering to regulatory integrity requirements in order to drive increased sales revenue. In today’s society, she says, “I should be able to deliver within 24 hours.” We began by looking at consumer experience and constraints, and with those three imperatives in mind, we said, “Put the consumer experience at the front, middle, and back of your company’s agenda.” Consider the strategy element, internal business processes and how they can enable transformation, the technology and platforms that we own and operate in, the capabilities that we have, talent, people, resources, [and] the organizational structure, “highlighting the unique challenges of operating in a region that values stability over change and finding Japanese-speaking digital talent. 

Furthermore, Wall of New Zealand’s Contact Energy is expanding the digital platform his company developed to maximize customer experience to reduce friction for its customer care employees, thus improving workforce operations. A thorough, matrixed strategy can enable this type of flexible, synergistic decision-making while keeping the larger company’s aim in mind.