Higher-maturity organizations tend to be distinguished by the presence of complementary “soft” factors such as strong leadership and a digital mindset. The digital pivots are necessary-but not sufficient-for digital transformation.Focusing on transforming back-office operational functions first is less risky, whereas focusing on customer-facing functions may produce market impact more quickly. To prioritize transformation efforts, we recommend first implementing foundational pivots focused on assets such as infrastructure and talent, then applying a broad range of pivots to one business function to achieve systemic, pervasive transformation of that function.On average, higher-maturity organizations’ digital transformation efforts are twice as broad as those at lower-maturity organizations.In other words, the more comprehensive and coordinated an organization’s digital transformation efforts are, the more likely it is to be digitally mature. Organizations that are more digitally mature-meaning they are deriving greater benefit from digital transformation efforts-are in large part distinguished by their cross-functional execution of more digital pivots.Rather, it requires developing a broad array of technology-related assets and business capabilities, which we call digital pivots, that can help propel an organization along the journey toward becoming a digital enterprise. Digital transformation is about more than implementing discrete technologies.According to our survey, digital transformation budgets will increase by 25 percent in the coming year versus the prior year. Organizations are planning to invest aggressively in digital transformation efforts.These can be briefly summarized as follows: In the pages of this report, we discuss in detail our findings on what tends to drive successful digital transformation. The findings from the survey, coupled with our own experience, show how organizations can structure their digital transformation initiatives to help ensure that they have a positive impact-in other words, that they’re doing what it takes to become more digitally mature. In search of the factors that lead to digital transformation success, we surveyed 1,200 senior executives knowledgeable about their organizations’ digital transformation efforts. This article is featured in Deloitte Review, issue 25ĭownload the Deloitte Insights and Dow Jones app Explore the Digital transformation collection