In 2007, a young senator named Barack Obama announced his candidacy for the presidency, building prices began to rise, and the Apple Foundation released the first iPhone.
It's not too late for this, but by technology standards, it looked like an eternity.
At this time, there are still no establishments that provide a car or housing sharing service. At this time, the first generation of electronic communication platforms appeared. Too many events have occurred since this point.
And at the time we noticed this at PwCIn the past decade, we conducted an annual survey of leaders in major international organizations via the Digital IQ survey In which we tracked the transformations of these leaders, their priorities, and the challenges they faced in using technology to manage their assigned businesses.
So what has really transformed in the digital world? Simply put: many have changed.
In the previous decade, for example, organizations used to focus mainly on information search, search techniques, and virtual collaboration, while nowadays, we see that CEOs are heading towards artificial intelligence and machine learning.), And the Internet of Things.
Ignore consumption technology and what is associated with it
In 2007, organizations needed mobile phone layouts, as their use of mobile was limited to communicating with their customers only, or to facilitate coordination and understanding among employees. Institutions had not used mobile phones to a large extent through social platforms such as Facebook to support the purposes of their actions.
The consumption technology and associated technology may be significantly overlooked in the midst of that risk.
Even the word "my number" at this moment has a different connotation than prevailed in it. Previously it was used as a synonym for 'data technology'. As for this moment, the company's digital planning is practically driving implementation measures and goals for many departments, from marketing to sales to the human resources department.
That is why a few might predict that today's institutions have technical intelligence as perfect as they were in 2007. Right? Surprisingly, the answer is: No.
A summary of what we have learned during our surveys and throughout our personal experience with clients is that human experience is an important element in raising the digital IQ of the organization.
Embrace digital change:
In our recent survey, we interviewed 2,216 executives at organizations with annual wins of more than $ 500 million. We found that those executives' confidence in their digital capabilities is at its lowest since we started the tracking process. Only 52% of executives rate their companies' digital intelligence as powerful, 15% less than last year.
Yet, companies and executives have improved in their acceptance of digital transformation.
CEOs realized how their digital strategies affected their business goals.
Back in 2007, we find that only 40% of executives were involved in developing planning measures; But at this point, they are considered important members of the ranks of high officials.
But procedures are louder than vocabulary, and despite this change in awareness of the necessity of the digital world, the moderate economy in emerging technologies (as a percentage of total technical spending) has grown at a rate of only 1% in the past ten years.
In our latest studies, executives stated that they look at digital initiatives mainly to increase earnings and reduce mandates. These factors, of course, deserve consideration, but they also mean the decline in the priority of innovation and the implementation of newer technologies on their products.
Therefore, after the administration realized the necessity of the digital transition, the technology has accelerated very high and made it difficult for procedures to match that curve, as well as to overcome them.
But they still try. Senior leaders are aware of the potential risks. CEOs who do not prioritize the digital world are having to transform their ways, or are in the process of doing so.
In our 2007 survey, only 33% of executives said that the CEO was fit for the digital world, and this day, the number has doubled, to an increase of 68%.
In addition to this, these executives have obtained important positions in that field.
In 2007, only 40% of executives reported that their directors were involved in strategic planning, but nowadays, they understand some of the most important planning initiatives for practice organizations around the world.
So how can companies translate all these fees into real, presentable earnings? The answer is overwhelmingly slight but slightly paradoxical: focusing on the human experience.
The summary of what we have learned during our surveys and throughout our personal experience with clients is that human experience is an important component of raising the digital IQ of an organization.
Action organizations must think critically about how their technological initiatives affect the experience of customers and employees.
The most subtle initiatives are those that leave unpredictable influence over people.
Most of the contributors to the exploration we've made - those who have noticed their profit growing by a margin of more than 5% from the past three years and expect that profit to increase over 5% in the next three years - have a tremendous understanding of the importance of having a human experience surrounding digital technologies.
The priority for these organizations is the specialists in user experience, creating an optimal user experience during their digital initiatives.
In general, companies that give their executives important positions, make data technology part of their strategy, and realize that the fate of data technology and their practical goals are interconnected, are the institutions that will be prepared to face the challenges of the far and near future.