The biggest compendium on business & digital transformation available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations achieve their better futures. This is the second of 6 editions focused on the direction, leadership and strategic aspects of business transformation. Follow us at: @wikibrandsFT / @wikibrands and Track our hashtag: #transformation300

1. Curated by Managing Director Sean Moffitt @SeanMoffitt and the @Wikibrands Transformation Collective
The 300 Essential 2019 Statistics on:
Business & Digital Transformation
Leading insights, foresights & Best Practices for Accelerating Business Change & Digital Maturity
WIKIBRANDS The Transformation & Futureproofing Experts
www.wiki-brands.com
PART 2 – THE DIRECTION, LEADERSHIP
& STRATEGY EDITION

2. THE BIGGEST COMPENDIUM OF
BUSINESS TRANSFORMATION AND
FUTUREPROOFING STATS AVAILABLE
#TRANSFORMATION300

3. Our Insight-filled, Data-based Special Sauce
▶ Variety & Credibility - Distilled from 30 different reputable sources
including 5+ of our own proprietary studies.
▶ Current - All 2017 and 2018-based statistics.
▶ Holistic - Deals with business transformation from 15 key relevant facets.
▶ Digitally-Savvy – Acknowledges the power of digital and technology to
transform business in the connected age.
▶ Helpful – Designed to make the case for your business change, digital
transformation and any angle of opposition to change.

4. www.wiki-brands.com

5. “The future is so VUCA(volatile, uncertain, complex, ambiguous). Companies
really only have three choices for sustainable marketplace
advantage.
You can anticipate better and futureproof.
You can disrupt the market and innovate.
Or you can disrupt yourself and transform.
Choose one, or all three, but do it now.”
Sean Moffitt, Managing Director, Wikibrands

6. 15 Facets of Business Transformation
▶ Overall Business Transforma1on
1 Leadership, Governance & Sponsorship
2 Purpose, Vision & Strategy Transforma1on
3 Change Management and Organiza1onal Commitment
4 Technology & Digital Transforma1on
5 Digitaliza1on & Process Transforma1on
6 Data, Analy1cs & Key Metrics
7 Culture & Values Transforma1on
8 Talent Transforma1on
9 Performance Management Transforma1on
10 Customer Experience. Touchpoints & Engagement
11 Brand & Content Transforma1on
12 Channel & Commerce Transforma1on
13 Business Model, Product & Services Innova1on
14 Product & Services Innova1on
15 Futureproofing & Marketplace Foresight
WIKIBRANDS The Transformation & Futureproofing Experts

8. For the full deck of insights and foresights, become a Futureproofer :
http://bit.ly/thefutureproofers

9. 12 Business Transformation Facets
1 Overall Business Transforma1on & Impera1ves
2 Digital Transforma1on
3 Technology Transforma1on
4 Purpose, Vision & Strategy Transforma1on
5 Leadership & Governance Transforma1on
6 Brand & Content Transforma1on
7 Customer Experience & Engagement Transforma1on
8 Talent Transforma1on
9 Culture Transforma1on
10 Opera1onal Transforma1on
11 Innova1on Transforma1on
12 Futureproofing & Foresight Transforma1on
1. Leadership & Governance
Transformation
WIKIBRANDS The LEADERSHIP Transformation Experts

10. Transforma)on Stat #21 -­‐ Leadership Support:
Leadership/Execu1ve Support is
the biggest enabler of innova1on.
Source: Innova1on Leader/KPMG, 2018
#LEADERSHIPTRANSFORMATION

11. Transforma)on Stat #22 – Post-­‐modern Leadership:
Traits of Great Leadership:
Front Lines’ Ra1ng Leaders’ Ra1ng
#1 Having Integrity Strong Ethics
#2 Being Decisive Goal/Expecta1on Se^ng
#3 Great Communica1on Flexibility
Source: Britain Thinks/Sunnie Giles, 2018
#LEADERSHIPTRANSFORMATION

12. Transforma)on Stat #23 -­‐ Digital Leadership Traits:
An effec1ve tech & digital leader
needs to have:
#1 Change Management & Transforma1on Skills
#2 Innova1ve & Think Out of the Box
#3 Insight for/Voice of the Customer
#4 Technology & Digital Media Understanding
Source: Wikibrands’ Digital Periscope, 2018
#LEADERSHIPTRANSFORMATION

13. Transforma)on Stat #24 – Board-­‐level, Area of Concern:
17% of companies say that digital
disrup1on is not seen as worthy
of board-­‐level aeen1on, down
from 45% just two years ago.
Source: Digital Vortex, 2017 & 2015
#LEADERSHIPTRANSFORMATION

14. Transforma)on Stat #25 -­‐ Board Level Digital Radar:
Only 30% of boards are good at
an1cipa1ng evolving technology
and market trends;
only 17% of boards have
technology-­‐focused directors.
Source: PwC/BoardEx, 2017
#LEADERSHIPTRANSFORMATION

15. Transforma)on Stat #26 – Leadership-­‐driven Growth:
78% of CEOs don’t believe their
leaders are excellent at driving
growth; 70% are concerned about
the digital skills of their senior
leadership team.
Source: Strategy& and PwC, 2017/18
#LEADERSHIPTRANSFORMATION

16. Transforma)on Stat #27 – CEOs Personally Invested:
Almost three quarters of CEOs
are personally prepared to lead
their organiza1on through radical
transforma1on of their business
model.
Source: KPMG, 2018
#LEADERSHIPTRANSFORMATION

17. Transforma)on Stat #28 -­‐ Leaders as Role Models:
68% of CEOs are champions of
digital technologies; only 33%
were in 2007.
Source: PwC Digital IQ, 2007, 2017
#LEADERSHIPTRANSFORMATION

18. Transforma)on Stat #29 -­‐ Who leads Transforma)on?:
Execu1ve responsible for digital
transforma1on ini1a1ves:
CIO 37%
CEO 20%
COO 13%
CDO 9%
CMO 2%
CSO 2%
Source: Centric Digital, 2017
#LEADERSHIPTRANSFORMATION

19. Transforma)on Stat #30 -­‐ Transforma)onal Leadership Focus:
The transforma1onal leader
should spend the most amount of
1me invested in learning:
#1 The Customers – needs, experiences, touchpoints, journeys
#2 Leadership–alignment, commitment, dynamics, biases, how things get done
#3 Organiza1onal Culture–the whys, values and ways
#4 The Marketplace–trends, compe11on and success factors
Source: Wikibrands Digital Transforma1on Playbook 2018
#LEADERSHIPTRANSFORMATION

20. Transforma)on Stat #31 -­‐ C-­‐Suite Cogni)ve Dissonance:
2/3rds of leaders believe they
understand digital strategy, yet
only 1/3 of their senior managers
agree.
Source: Forrester, 2017
#LEADERSHIPTRANSFORMATION

21. Transforma)on Stat #32 Influencing Leadership:
My company needs to find new
leaders to succeed in the digital age:
65% strongly agree/agree;
64% of digitally maturing companies
are effec1vely developing leaders but
only 14% of early stage digital
companies are doing the same.
Source: Deloiee 2018`
#LEADERSHIPTRANSFORMATION

22. Transforma)on Stat #33 – Senior-­‐level Capabili)es:
Leadership has requisite skills to
guide strategy:
In digitally mature companies –
86% agree,
In digitally lagging companies –
4% agree.
Source: Deloiee, 2017
#LEADERSHIPTRANSFORMATION

23. Transforma)on Stat #34 -­‐ Senior Level Digital Radar:
Leadership understands
technology and trends:
In digitally mature companies –
96% agree,
In digitally lagging companies –
7% agree.
Source: Deloiee, 2017
#LEADERSHIPTRANSFORMATION

24. Transforma)on Stat #35 Influencing Leadership:
The third toughest job in
technology & digital is
influencing leadership vision,
understanding and/or roadblocks
Source: Wikibrands’ Digital Periscope, 2018
#LEADERSHIPTRANSFORMATION

25. Transforma)on Stat #36 -­‐ Governance:
52% of business leaders plan to
increase new digital governance in
the next 12 months.
Source: Accenture, 2017
#LEADERSHIPTRANSFORMATION

26. Transforma)on Stat #37-­‐ Agile vs. Bureaucra)c Benefits
The biggest differences between
corporate agile environments and
bureaucra1c environments:
Rapid itera1on/experimenta1on +52 pts.
Technology, systems and tools +45 pts.
Con1nuous learning +44 pts.
Sensing & seizing opportuni1es +40 pts.
Role mobility +40 pts.
Source: McKinsey, 2017
#LEADERSHIPTRANSFORMATION

27. Transforma)on Stat #38 – Agile vs. Startup Benefits:
The biggest differences between
corporate agile environments and
start-­‐up environments:
Shared & servant leadership +36 pts.
Ac1onable strategic guidance + 34 pts.
Performance orienta1ons + 34 pts.
Cohesive community +33 pts.
Fit-­‐for-­‐purpose Accountability + 33 pts.
Source: McKinsey, 2017
#LEADERSHIPTRANSFORMATION

28. Transforma)on Stat #39– The Power of Listening:
Listening to stakeholder needs
leads to 75% more success in the
CEO role
Source: University of Chicago, 2017
#LEADERSHIPTRANSFORMATION

29. Transforma)on Stat #40 -­‐ Connected Networks:
The average CEO Linkedin
connec1ons = 910,
The average LinkedIn member
connec1ons = 394.
Source: LinkedIn, 2018
#LEADERSHIPTRANSFORMATION

30. 7 REASONS WIKIBRANDS… …IS BETTER

31. 12 Business Transformation Facets
1 Overall Business Transforma1on & Impera1ves
2 Digital Transforma1on
3 Technology Transforma1on
4 Purpose, Vision & Strategy Transforma1on
5 Leadership & Governance Transforma1on
6 Brand & Content Transforma1on
7 Customer Experience & Engagement Transforma1on
8 Talent Transforma1on
9 Culture Transforma1on
10 Opera1onal Transforma1on
11 Innova1on Transforma1on
12 Futureproofing & Foresight Transforma1on
2. Purpose, Vision &
Strategy Transformation
WIKIBRANDS The STRATEGIC Transformation Experts

32. Transforma)on Stat #41– Aligned & Bold Vision:
The #1 driver to master an
organiza1on’s transforma1on
“Aligned/Bold Vision, Purpose
& Strategy”.
Source: Wikibrands Digital Periscope, 2018
#strategyTRANSFORMATION

33. Transforma)on Stat #42– Codifying Strategy:
37% of today’s businesses believe
they have a well-­‐defined
transforma1on & innova1on
strategy.
Source: PwC, 2017
#strategyTRANSFORMATION

34. Transforma)on Stat #43– Biggest Impasse:
The majority of mainstream
companies find the biggest
obstacles to digital transforma1on
are “too many priori1es” and “lack
of strategy”.
Source: Deloiee, 2017
#strategyTRANSFORMATION

35. Transforma)on Stat #44– Change Failure:
60% of digital transforma1ons will
not be able to scale because of
lack of strategic architecture.
Source: IDC, 2017
#strategyTRANSFORMATION

36. Transforma)on Stat #45 – Wrong Target:
The key indicator of digital
immature companies is they look
to digital to increase efficiencies,
not to drive customer experience,
topline growth or business
transforma1on.
Source: Deloiee, 2017
#strategyTRANSFORMATION

37. Transforma)on Stat #46 – Digital Prominence in Strategy:
67% of the Global 2000 will have
digital transforma1on at the
centre of their corporate strategy
by 2018
Source: IDC, 2017
#strategyTRANSFORMATION

38. Transforma)on Stat #47 – Digital/Organiza)onal Alignment:
Only 1 in 3 business leaders agree
that their digital priori1es are fully
aligned with their organiza1onal
priori1es.
Source: Fujitsu, 2017
#strategyTRANSFORMATION

39. Transforma)on Stat #48 – Digital Strategy Implementa)on:
The second biggest challenge of
digital transforma1on efforts is
implemen1ng digital strategy
organiza1on-­‐wide.
Source: The CIO Report, 2017
#strategyTRANSFORMATION

40. Transforma)on Stat #49 – Vision Dis)nc)vity & Impact:
The most common values/table
stakes of companies’ vision
statements:
Integrity, Respect, Innova1on, Teamwork, Excellence,
Customer-­‐focus, Trust, Diversity, Accountability, Openness,
Quality, Honesty, Passion, Safety, Community, Service,
Collabora1on, Responsibility, People, Commitment.
Source: Forty, 2018
#strategyTRANSFORMATION

41. Transforma)on Stat #50 – What Keeps CEOs Up at Night:
Top strategic-­‐level uncertain1es
in a company’s future growth
according to CEOs:
#1 Over-­‐regula1on
#2 Terrorism
#3 Geopoli1cal Stability
#4 Cyber Threats
#5 Availability of key skills
#6 Speed of tech change.
Source: PwC CEO Survey, 2018
#strategyTRANSFORMATION

42. Transforma)on Stat #51 -­‐ Longer Term Strategic Perspec)ve:
30% of digitally mature
organiza1ons have a strategic
planning horizon of 5+ years, only
13% of early digital companies do.
Source-­‐ MIT SMR, 2017
#strategyTRANSFORMATION

43. Transforma)on Stat #52 – Guiding Purpose:
Companies with a strong sense of
purpose cause people to believe
they can stay ahead of industry
disrup1ons
(83% agreement vs. 42% companies without strong purpose).
Source: Deloiee, 2017
#strategyTRANSFORMATION

44. Transforma)on Stat #53 -­‐ Mission has a Margin:
90% of execu1ves recognize the
importance of “an aspira1onal
reason for being which inspires and
provides a call to ac1on for an
organiza1on, and provides a
benefit to society.”
Source: EY Beacon, 2018
Consult wikibrands for putting into your purpose

45. www.wiki-brands.com

46. 12 Business Transformation Facets1 Overall Business Transforma1on & Impera1ves
2 Digital Transforma1on
3 Technology Transforma1on
4 Purpose, Vision & Strategy Transforma1on
5 Leadership & Governance Transforma1on
6 Brand & Content Transforma1on
7 Customer Experience & Engagement Transforma1on
8 Talent Transforma1on
9 Culture Transforma1on
10 Opera1onal Transforma1on
11 Innova1on Transforma1on
12 Futureproofing & Foresight Transforma1on
3. Change management &
Organizational COMMITMENT
WIKIBRANDS The CHANGE MANAGEMENT Experts

47. Transforma)on Stat #54– Commitment Effect on Change & Transforma)on:
The #3 driver to master an
organiza1on’s digital
transforma1on
“Commitment to Change,
Urgency, Investment & Candor”.
Source: Wikibrands Digital Periscope, 2018
#TRANSFORMATIONISCHANGE

48. Transforma)on Stat #55 – We Know the What, Not The How:
88% of execu1ves believe
building an
“organiza1on of the future”
is a very important/important
issue; only 11% know how.
Source: Deloiee, 2017
#TRANSFORMATIONISCHANGE

49. Transforma)on Stat #56 – Innova)on Teams are Facing Resistance:
60% of companies have adopted
separate innova1on units over the
last 5 years, 77% of these
innova1on teams have failed to
deliver 10% revenue of the overall
business.
Source: Oliver Wyman, 2018
#TRANSFORMATIONISCHANGE

50. Transforma)on Stat #57 – Innova)on & Change Management Obstacles:
The innova1on barriers in large
companies are: poli1cal/turf wars,
cultural issues and inability to act
on cri1cal signals/developments.
Source: Innova1on Leader
#TRANSFORMATIONISCHANGE

51. Transforma)on Stat #58– Commitment Effect on Transforma)on:
People “afraid or unable to
change” is the #1 barrier
preven1ng people from delivering
growth -­‐ 22% rate very high/27%
fairly high.
Source: Accenture, 2018
#TRANSFORMATIONISCHANGE

52. Transforma)on Stat #59– Change Urgency:
75% of CEOs believe the next
three years are more cri1cal for
their company than the last 30
years.
Source: KPMG, 2018
#TRANSFORMATIONISCHANGE

53. Transforma)on Stat #60– Change Communica)on & Understanding:
64% of company staff are aware
their company has digital
transforma1on as a priority;
69% of people say they wouldn’t
be confident explaining it to
somebody else.
Source: Salesforce 2018
#TRANSFORMATIONISCHANGE

54. Transforma)on Stat #61 – Collabora)on, Maybe?:
85% of top execu1ves believe
their organiza1on promote
collabora1on internally;
only 41% of employees agreed
with same statement.
Source: Capgemini, 2017
#TRANSFORMATIONISCHANGE

55. Transforma)on Stat #62 – Stuck in the Slow Lane:
Only 26% of companies rate their
agility as high/extremely high.
Source: Oliver Wyman, 2018
#TRANSFORMATIONISCHANGE

56. Transforma)on Stat #63 – Real Change begs Structural Change:
Transforming
companies
see
5X
the
level
of
organiza6onal
structure
change
than
their
non-­‐transforming
peers.
Source: SAP, 2018
INVITE WIKIBRANDS TO COME IN AND STRUCTURE YOUR CHaNGE

58. We are an on-demand business transformation and
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We provide:
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- innovate & incubate new business models, products & services
- tap into brand, demand generation and customer experience gaps and
- guide the organizational & cultural change required to identify and
survive disruption.
We deliver’ this value uniquely through a collective of
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Our resources are spread across Canada, USA, Europe and
Australia.
ABOUT US
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III- OPERATIONS/TECH IV- CULTURE/TALENT
V- CUSTOMER/BRAND VI- INNOVATION/FORESIGHT
I - OVERALL

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