This document contains 143 statistics related to culture and its role in business transformation. Some key points:
- Culture is a major driver and enabler of digital transformation, but many employees do not feel their company culture supports change.
- Companies with cultures of innovation, risk-taking and collaboration outperform those with more siloed cultures.
- Most executives believe they have an innovative culture, but many employees do not agree. Significant cultural changes are needed.
- Fostering employee engagement, breaking down silos, and developing a digital culture can improve performance and employee satisfaction.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...
Similaire à The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
Similaire à The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version) (20)
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The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
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 4 – THE CULTURE, TALENT, SKILL
& PERFORMANCE 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.
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
10. Transforma)on Stat #127– Culture Effect on Transforma)on:
The #4 driver to master an
organiza1on’s digital
transforma1on
“Reinforcing Culture, Values,
Behaviours & Energy”.
Source: Wikibrands Digital Periscope, 2018
#culturetransformation
11. Transforma)on Stat #128 -‐ Culture Eats Strategy for Breakfast:
The
greatest
antagonist
to
company
change
via
digital
is
cultural
–
97%
believe
addressing
this
aspect
is
important.
Source: Al1meter, 2017
#culturetransformation
12. Transforma)on Stat #129 -‐ Developing Bad Corporate Habits:
Employees
in
my
company
facilitate
change
more
than
they
inhibit.
Companies
<
10
years
old:
55%
Companies
>25
years
old:
36%
Source: Delo_e, 2018
#culturetransformation
13. Transforma)on Stat #130–Cultural Ties to Economic Performance :
Biggest Nega1ve Culture
Correla1ons with Economic
Performance:
-‐ 0.47 Non-‐digital culture overall
-‐0.44 Siloed mindsets and behavior
-‐0.36 Aversion to risk.
Source: McKinsey, 2017
#culturetransformation
14. Transforma)on Stat #131–Cogni)ve Cultural Dissonance :
75% of senior execu1ves think
they have a culture of innova1on,
experimenta1on and risk-‐taking,
only 37% of their employees
agree.
Source: Capgemini, 2017
#culturetransformation
15. Transforma)on Stat #132 –Culture Ambi)ons :
37% of CEOs are looking to make
significant and deep cultural
changes by 2020.
Source: Gartner, 2018
#culturetransformation
16. Transforma)on Stat #133 -‐ Cultural Enabler:
54%
of
business
leaders
say
fostering
a
culture
of
innovaHon
is
a
criHcal
enabler
of
digital
business.
Source: Forrester, 2017
#culturetransformation
17. Transforma)on Stat #134–Culture Incen)ves:
Offering employees the
opportunity to lead or par1cipate
in high profile ini1a1ves is the
#1 current prac1ce for fostering a
change-‐driven innova1ve culture.
Source: PwC, 2018
#culturetransformation
18. Transforma)on Stat #135 -‐ Employee Engagement:
15%
of
employees
are
engaged
in
their
work,
85%
of
people
are
working
below
potenHal;
in
the
best
companies
in
the
world,
70%
of
employees
are
engaged.
Source: Gallup. 2018
#culturetransformation
19. Transforma)on Stat #136 -‐ Silo-‐Free Zones:
70%
of
siloed
digital
transformaHon
efforts
will
fail
based
on
lack
of:
collaboraHon,
integraHon,
sourcing
and
project
management
.
Source: IDC, 2017
#culturetransformation
20. Transforma)on Stat #137 -‐ Employee Advocacy Network Poten)al:
Employees
have
10X
more
followers
collecHvely
than
their
corporate
social
media
accounts.
Source: LinkedIn, 2017
#culturetransformation
21. Transforma)on Stat #138 -‐ CDOs S)ll on the Rise:
Number
of
Chief
Digital
Officers
in
Companies:
2007
–
5
2015
–
2,000
2020
–
15,000
34%
of
them,
report
to
the
CEO.
Source: Wikibrands?Semarchy,2018
#culturetransformation
22. Transforma)on Stat #139 -‐ Digital Recruitment Impact:
“It
is
important
for
me
to
work
in
a
digitally-‐enabled
organizaHon”
–
81%
agree.
Source: Deloi_e, 2017
#culturetransformation
23. Transforma)on Stat #140 -‐ Digital Cultural Impact:
91%
believe
that
digital
technology
can
radically
transform
how
people
work;
only
43%
of
employees
are
currently
saHsfied
with
their
company’s
digital
setup.
Source: Deloi_e, 2017
#culturetransformation
24. Transforma)on Stat #141 -‐ Three Types of Cultures:
Only
6%
of
companies
excel
at
creaHng
industry-‐leading
cultural,
technological
and
physical
environments
–
these
companies
have
4X
higher
profits,
2x
higher
revenues,
40%
lower
turnover
and
24%
smaller
headcount.
Source: Jacob Morgan, 2017
#culturetransformation
25. Transforma)on Stat #142 – Digital Culture = Employee Sa)sfac)on:
Employees
at
companies
that
promote
digital
engagement
(vs
other
companies):
27%
happier
20%
more
likely
to
stay
40%
more
likely
to
believe
in
their
company.
Source: Chief Marketer, 2017
#culturetransformation
26. Transforma)on Stat #143 -‐ Digital does not equal IT anymore:
More
than
2/3rds
of
technology
spending
is
now
coming
from
budgets
outside
IT.
Source: PwC, 2017
Get a third party expert like wikibrands to ASSESS & FIX YOUR CULTURE
29. Transforma)on Stat #144 -‐ Talent & Skills Gap:
Talent
&
Skills
Shortage
is
the
#1
obstacle
for
adopHng
new
technologies
with
companies.
Source: Wikibrands Digital Periscope, 2018
#TALENTtransformation
30. Transforma)on Stat #145 -‐ CEO Talent Focus:
The
“workforce”
has
risen
to
be
a
CEO’s
#4
biggest
concern,
rising
rapidly
from
7th
in
2017.
Source: Gartner, 2018
#TALENTtransformation
31. Transforma)on Stat #146 -‐ Talent Acquisi)on Hurdle:
Finding
candidates
with
the
right
skillset
is
the
biggest
talent
acquisiHon
challenge
experienced
by
69%
of
recruiters.
Source: IBM, 2018
#TALENTtransformation
32. Transforma)on Stat #147 –Digital Literacy Top-‐to-‐Boom:
Understanding
the
future
impact
of
digital
&
technology:
Your
Leadership/ExecuHve:
3.8
out
of
5
raHng
Your
Board:
3.5/5
Your
Frontline
Staff:
3.5/5
Your
Middle
Management:
3.4/5
Your
Outside
Services
Firms/Agencies/Vendors:
3.1/5
Source: Wikibrands Digital Periscope, 2018
#TALENTtransformation
33. Transforma)on Stat #148 – Digital Skills Investment :
90%
of
employees
believe
they
have
to
update
their
skills
yearly/nearly
half
say
conHnuously;
only
34%
are
saHsfied
with
their
organizaHon's
support
of
ongoing
skill
development
Source: Deloi_e, 2018
#TALENTtransformation
34. Transforma)on Stat #149 – Leading Talent Structural Change:
Top
strategies
for
coping
with
shiming
skill
needs
for
2022:
#1
Hire
new
permanent
staff
with
the
required
skills
#2
Look
to
automate
the
work
#3
Retrain
exisHng
employees
#4
Respect
employees
to
pick
up
skills
on
the
job
#5
Outsource
business
funcHons
to
external
contractors
Source: WEF Future of Jobs, 2018
#TALENTtransformation
35. Transforma)on Stat #150– Leading Talent Tac)cs:
Front Runners Slow Movers
Look for behavioural traits
such as crea1vity and autonomy 83% 29%
while recrui1ng talent
Adjust role descrip1ons to align 75% 17%
with transforma1on objec1ves
Align compensa1on structure to 70% 13%
transforma1on objec1ves
Source: Capgemini, 2017
#TALENTtransformation
36. Transforma)on Stat #151 – Partners in Talent Transforma)on:
Preferred
partners
in
managing
workforce-‐tech
transiHon:
#1
Specialized
Departments
in
the
Firm
#2
Professional
Services
Firms
#3
Industry
AssociaHons
#4
Academic
Experts
#5
InternaHonal
EducaHonal
InsHtuHons
Source: WEF Future of Jobs, 2018
#TALENTtransformation
37. Transforma)on Stat #152 -‐ Employee Experience:
80%
of
HR
and
business
leaders
believe
employee
experience
was
important;
only
22%
believe
their
organizaHon
is
excellent
at
it.
Source: Deloi_e Human Capital Trends, 2017
#TALENTtransformation
38. Transforma)on Stat #153 -‐ Employee Engagement Megaphone:
Employees
are
7x
more
engaged
&
2X
more
trusted
then
average
fans
of
a
social
media
account;
their
personal
social
networks
have
90%
non-‐overlap
with
company
social
networks.
Source: Hootsuite Amplify, 2018
#TALENTtransformation
39. Transforma)on Stat #154 -‐ Technology Skills Irrita)on:
27%
of
digital
leaders
rate
technology
skills
to
be
their
biggest
pain
point.
Source: Forrester, 2018
#TALENTtransformation
40. Transforma)on Stat #155 -‐ Talent Slowness and AI Solu)on::
Time
to
fill
posiHons
is
seen
as
one
of
the
biggest
issues
from
both
transformaHon
leaders
and
laggards,
it
takes
87
days
to
fill
an
execuHve
post.
This
is
seen
as
the
#1
opportunity
for
AI
to
solve.
Source: IBM,. 2018
#TALENTtransformation
41. Transforma)on Stat #156 – Transforma)on Talent Pool:
44%
of
execuHves
say
knowing
how
digital
technologies
can
impact
current
business
processes/models
is
the
biggest
missing
organizaHonal
skill.
Source: MIT Sloan, 2017
#TALENTtransformation
42. Transforma)on Stat #157 -‐ Fluid Workforce:
Percentage
of
workforce
that
considers
themselves
“freelance/
independent”:
2005
–
24%
2020
–
40%
2029
–
50%.
Source: Wikibrands, 2018
#TALENTtransformation
43. Transforma)on Stat #158 -‐ Human Resource Gaps:
Only
20%
of
business
leaders
believe
their
HR
funcHon
is
enabling
them
to
digitally
transform.
Source: Russell Reynolds, 2017
#TALENTtransformation
44. Transforma)on Stat #159 -‐ The Anxiety of Automa)on:
37%
are
worried
about
automaHon
puqng
their
jobs
at
risk
–
up
+4
pts.
vs.
2014.
Source: PwC, 2018
#TALENTtransformation
45. Transforma)on Stat #160 -‐ Automa)on and Semi-‐Automa)on:
Only
6%
of
jobs
can
be
fully
automated
in
the
short
term;
but
80%
of
jobs
will
be
affected
by
automaHon.
Source:: US Department of Labor, McKinsey, 2018
#TALENTtransformation
46. Transforma)on Stat #161 – Digital Produc)vity:
88%
of
technology
professionals
expect
increased
employee
producHvity
from
digital
technology.
Source: Tech Validate, 2017
#TALENTtransformation
47. Transforma)on Stat #162 -‐ Digital Accountability:
28%
of
digital
teams
now
operate
as
standalone
groups
inside
companies
with
their
own
headcount,
budget
and
strategic
voice.
Source: Forrester, 2018
#TALENTtransformation
48. Transforma)on Stat #162a -‐ Digital Transforma)on Skills:
Only
17%
of
companies
say
they
hire
employees
with
the
right
digital
transformaHon
skills.
Source: SAP, 2017
#TALENTtransformation
49. Transforma)on Stat #163 -‐ Digital Top Talent Sets:
Digital
leaders
rate
usability,
customer
experience
and
creaHve
skills
as
the
hardest
skills
to
recruit
for.
Source: Forrester, 2017
#TALENTtransformation
50. Transforma)on Stat #164 -‐Talent Impact on Digital Transforma)on:
The
third
most
important
challenge
of
implemenHng
digital
technology
is
recruiHng
talent
with
the
right
digital
skills.
Source: Fujitsu, 2017
#TALENTtransformation
51. Transforma)on Stat #165 -‐ Execu)ve Rela)onships:
The
raHngs
of
senior
level
execuHve
team
relaHonships:
Between
the
CMO
and
the
CEO
5.4/7
Between
the
CTO/CIO
and
CMO
4.9/7
Between
the
CTO/CIO
and
CEO
4.7/7
.
Source Wikibrands Digital Transforma1on Playbook, 2018
#TALENTtransformation
52. Transforma)on Stat #166 -‐ Talent Impact on Digital Transforma)on:
78%
say
beser
alignment
of
IT
and
markeHng
is
required
to
deliver
digital
transformaHon.
Source: Progress, 2017
#TALENTtransformation
53. Transforma)on Stat #167a -‐ Fight or Flight:
51%
of
employees
are
acHvely
looking
for
a
new
job.
Source: Gallup, 2018
#TALENTtransformation
54. Transforma)on Stat #167b -‐ People to People Impact:
Managers
account
for
70%
of
the
variance
of
an
employee’s
engagement
scores.
Source: Gallup, 2018
#TALENTtransformation
55. Transforma)on Stat #168 -‐ Learning On The Job Takes Precedence:
Digitally
mature
companies
believe
on-‐the-‐job
learning
and
workplace
environment
skill
development
is
most
important
43%
vs.
early
digital
companies
30%.
Source: Deloi_e,, 2018
#TALENTtransformation
56. Transforma)on Stat #169 – Change-‐driven, Sob Skills Pursuit:
CreaHvity,
entrepreneurial
spirit
and
curiosity
for
innovaHon
top
workforce
requirements
needed
now.
Source: Accenture, 2018
#TALENTtransformation
57. Transforma)on Stat #170 -‐ Digital Mo)va)on:
The
most
appealing
reason
for
personal
interest
and
involvement
in
technology:
#1
Passion
for
conHnuous
learning
#2
The
work
itself
–
invenHng
&
building
stuff
#3
Meaningful
social
impact
and
purpose
#4
Be
part
of
a
rising
growth,
progressive
industry.
Source: Wikibrands Digital Periscope, 2018
Get wikibrands involved – your personal trainer for new
economy talent & skillsETS
60. Transforma)on Stat #171– KPIs Guide Behaviors:
OrganizaHons
are
4X
more
likely
to
prioriHze
“customer-‐related”
KPIs
over
any
other
measurement.
Source: Google, 2018
#PERFORMANCEtransformation
61. Transforma)on Stat #172 -‐ Frequency of Performance Management:
Monthly
and
conHnuous
performance
management
check-‐ins
are
1.5X
more
effecHve
in
engaging
and
retaining
employees.
Source: Workday/Forrester, 2018
#PERFORMANCEtransformation
62. Transforma)on Stat #173 – KPIs Guide Behaviors:
KPIs
ability
to
lead
&
manage
people
and
processes:
To
a
Great
Extent
28%
To
a
Moderate
Extent
43%
Somewhat
20%
To
a
Small
Extent
7%
Not at All 2%
Source: MIT SMR, 2018
#PERFORMANCEtransformation
63. Transforma)on Stat #174 – Intui)on Trumps Data Metrics:
Measurement
Industry
Leaders
are
using:
Intui1ve KPIs -‐ 38%
Equally data & intui1ve-‐driven KPIs 35%
Data-‐driven KPIs 27%
Source: Google, 2018
#PERFORMANCEtransformation
64. Transforma)on Stat #175 – Current Transforma)on KPIs:
Top
KPIS
for
Digital
TransformaHon:
① Improved Analy1cs
② Improved Workforce Produc1vity & Decision Making
③ Digital Business/Customer Engagement
④ Improved Supply Chain/Partner Rela1onships
⑤ Market Share Growth
⑥ Return on Digital Investments
⑦ Market Recogni1on for Digital leadership
Source: IDC, 2018
#PERFORMANCEtransformation
65. Transforma)on Stat #176– Issues with Managing KPIS Around Transforma)on:
Key
ConsideraHons
for
Managing
TransformaHon
KPIS:
① Defining the Right KPIs
② Changing the Culture to Make KPIs Work
③ Lack of Management Skills to Carry Through KPIS
④ Limita1ons of IT Systems
⑤ Concerns with data integrity
⑥ Not enough data
⑦ Too much data Source: MIT Sloan
#PERFORMANCEtransformation
66. Transforma)on Stat #177 – Current Innova)on KPIs:
Top
KPIS
for
InnovaHon:
① Revenue Generated by New Products/Services
② Customer Sa1sfac1on
③ Faster Time To Market
④ Projects Moving Along the Innova1on Pipeline
⑤ Culture of Innova1on
⑥ Improved Opera1onal Efficiencies
⑦ Learning’
⑧ Number of Ideas Generated
Source: Crowd Companies, 2017
#PERFORMANCEtransformation
67. Transforma)on Stat #178 – Current Growth KPIs:
OrganizaHons
define
growth
by:
① Revenue
② Gross Margin
③ Market Share
④ Client Reten1on
⑤ Customer Sa1sfac1on
⑥ Customer Lifestyle/Value
⑦ Customer Acquisi1on
⑧ Brand Valua1on
⑨ Average Sale
⑩ Stock Value Increase
Source: CMO Council, 2018
#PERFORMANCEtransformation
69. SEAN MOFFITT
Partner
+1 416 458 2818
sean@wiki-‐brands.com
Wikibrands Managing Director
Former CMO, Diageo/VP Marke1ng
-‐ Molson Coors, Procter & Gamble ,
Laba_, Universal McCann
Author of “Wikibrands” (McGraw-‐
Hill).
Execu1ve Counsel – MaRSDD,
CSW2, Be_er Ventures
Global digital thought leader across
12 new economy interest areas
Wikibrands Principals
We’ve Been There - Our Experience.
69
MIKE DOVER
Partner
+1 416-‐305-‐9080
mike@wiki-‐brands.com
Wikibrands Partner
Research execu1ve responsible for
opera1ons and client management
of world leading think tanks.
Former nGenera Insight,
Wikinomics,, Digital Foresight and
Blockchain Research Ins1tute.
Has led over 300 global
thoughtleader professionals over
the course of his programs
Over 200 business and digital client experiences.
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