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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
THE BIGGEST COMPENDIUM OF
BUSINESS TRANSFORMATION AND
FUTUREPROOFING STATS AVAILABLE
#TRANSFORMATION300
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.
www.wiki-brands.com
“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
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
The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
For the full deck of insights and foresights, become a Futureproofer :
http://bit.ly/thefutureproofers
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  
  
7. Culture and Values
Transformation
WIKIBRANDS The CULTURE Transformation Experts
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
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  
  
8. Talent Transformation
WIKIBRANDS The TALENTTransformation Experts
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
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
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
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
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
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
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
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
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
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
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
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
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
Transforma)on  Stat  #157  -­‐  Fluid  Workforce:  
Percentage	
  of	
  workforce	
  that	
  
considers	
  themselves	
  “freelance/
independent”:	
  
2005	
  –	
  24%	
  
2020	
  –	
  40%	
  
2029	
  –	
  50%.	
  
  Source:  Wikibrands,  2018  
#TALENTtransformation
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
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
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
Transforma)on  Stat  #161  –  Digital  Produc)vity:  
88%	
  of	
  technology	
  professionals	
  
expect	
  increased	
  employee	
  
producHvity	
  from	
  digital	
  technology.	
  
  Source:  Tech  Validate,  2017  
#TALENTtransformation
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
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
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
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
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
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
Transforma)on  Stat  #167a  -­‐  Fight  or  Flight:  
51%	
  of	
  employees	
  are	
  acHvely	
  
looking	
  for	
  a	
  new	
  job.	
  
  Source:  Gallup,  2018    
#TALENTtransformation
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
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
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
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
The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
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  
9. PERFORMANCE
MANAGEMENT/KPIS
TRANSFORMATION
WIKIBRANDS The PERFORMANCE Transformation Experts
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
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
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
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
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
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
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
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
The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
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.  
The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part IV - Culture & Talent Edition (Wikibrands 2019 version)
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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
  • 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     7. Culture and Values Transformation WIKIBRANDS The CULTURE Transformation Experts
  • 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
  • 28. 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     8. Talent Transformation WIKIBRANDS The TALENTTransformation Experts
  • 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
  • 59. 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   9. PERFORMANCE MANAGEMENT/KPIS TRANSFORMATION WIKIBRANDS The PERFORMANCE Transformation Experts
  • 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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