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Digital Transformation:
2017 State of Initiative Report
Three-year study shows rising tide of consensus around digital technology’s transformative potential
STATE OF INITIATIVE REPORT
Sponsored by
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DIGITAL TRANSFORMATION: 2017 STATE OF INITIATIVE REPORT
Now in its third annual incar-
nation, the Smart Industry State
of Initiative Report is among
the longest running longitudinal
surveys of changing attitudes and
perceptions around the potential
of today’s digital technologies to
transform the performance of the
industrial enterprise.
First conducted in May, 2015,
this year’s survey of 278 indus-
try professionals benchmarks
the evolving landscape of digital
transformation, which we define
as the adoption of new manu-
facturing and business processes
made possible by new automation,
communications and comput-
ing technologies represented by
conceptual models such as data
analytics, the Industrial Internet
SURVEY METHODOLOGY
Input for the Smart Industry 2017 State of Initiative Report was gathered in February, 2017, via an email survey of Smart
Industry e-newsletter subscribers from across manufacturing, processing and related industries. A total of 278 respondents
completed the survey, representing a broad swath of industrial concerns as shown in the accompanying chart. Trend analysis
is based on responses gathered in the 2016 and 2015 editions of the survey.
Manufacturing, process 17.7%
Manufacturing, discrete/OEM 15.2%
Engineering/professional services 28.5%
Oil & gas 7.9%
Mining 1.1%
Transportation/logistics 1.8%
Power generation 2.9%
Other 24.9%
ANTICIPATED IMPACT ON THE RISE
Low or no impact Neutral impact High or critical impact
Figure 1. Fewer survey respondents believe that their organizations will be unaffected by the latest waves of digital technology. Here, respondents
answer the question, “When you consider the drivers of and the opportunities presented by digital transformation, what is your best assessment of
its likely impact on your organization in the next five years?”
20
15
22.5%
18.3%
20
16
16.6%
20
17
20
15
31.5%
22.3%
20
16
14.0%
20
17
20
15
44.9%
59.4%
20
16
69.4%
20
17
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DIGITAL TRANSFORMATION: 2017 STATE OF INITIATIVE REPORT
PRODUCTIVITY TOPS LIST OF BENEFITS 2017 2016 Change
Increase productivity 89.1% 78.7% +10.4%
Reduce costs 87.2% 85.3% +1.9%
Optimize utilization 86.1% 82.2% +3.9%
Enhance customer experience 80.3% 71.9% +8.4%
Enhance safety 75.5% 64.8% +10.7%
Create new business models/revenue streams 68.6% 72.5% -3.9%
Improve sustainability 67.9% 64.4% +3.5%
Figure 2. Incremental improvements in productivity, costs and asset utilization remain the top three benefits of organizations’ digital transformation
initiatives. Percent of respondents identifying the listed benefits as “extremely important” or “very important.”
IMPLEMENTATION PLANS PROCEEDING
Figure 3. Industry’s progress on digital transformation initiatives has steadily advanced over the past three years. Percentages
shown are of respondents that describe their organizations as “at the starting gate, with focus on learning and exploration,”
“identifying early applications to pilot,” and “have identified applications and investments to match.”
Identifying pilots
20
15
32.0%
34.5%
20
16
36.1%
20
17
Investing in applications
20
15
21.9%
24.3%
20
16
28.2%
20
17
of Things (IIoT) and Industry 4.0.
This year’s study shows that while a handful of
skeptics remain on the sidelines, far more industry
professionals believe that digital technologies will
have a significant impact on their organizations
(Figure 1). Indeed, the number of survey respondents
who believe digital technology will have a “high” or
“critical” impact has increased from 45% to nearly
70% since 2015.
INCREMENTAL IMPROVEMENT
The most important benefits of digital transformation
identified by survey respondents fall into the category
of incremental performance improvement, namely
increased productivity, reduced costs and optimized
asset utilization (Figure 2). The second most impor-
tant group of benefits has to do with transforming
relationships with customers, either through the
creation of new business models or new revenue streams
or enhancing the overall customer experience. Im-
provements in worker safety and sustainability also are
important benefits of digital technology.
While roughly a third of respondents (36%) indicate
that their organizations are still in the starting gate of
In starting gate
20
15
20
16
35.7%
20
17
46.1%
41.3%
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DIGITAL TRANSFORMATION: 2017 STATE OF INITIATIVE REPORT
their digital transformation jour-
ney; that percentage is down 10%
from last year (Figure 3). Of those
that have begun to move forward,
nearly half already are rolling out
investments. The remainder are in
the process of identifying their first
pilot applications.
Digital transformation strategies,
too, continue to take shape across
industry, with nearly half of respon-
dents reporting a formal strategy
with timelines in place (Figure 4).
That number has more than doubled
since 2015, when fewer than a quar-
ter of respondents reported having a
formal strategy in place. The ranks
of those with no strategy in place
Figure 4. While the number of organizations with no digital transformation strategy dwindles, the percentage of those with multi-year, formal strate-
gies is growing most quickly.
DIGITAL STRATEGIES MATURING
1-2 year horizon 3+ year horizon
12.8%
20.0%
20
15
20
16
20
17
20
16
20
15
20
17
21.4%
11.6%
19.1%
26.8%
Formal strategy with indicated timeline
24.4% 39.1% 48.2%
(2015) (2016) (2017)
No strategy Informal strategy
45.2%
28.3%
20
15
20
16
20
17
20
16
20
15
20
17
18.8%
30.4%
32.6%
33.0%
None or informal strategy
75.6% 60.9% 51.8%
(2015) (2016) (2017)
Figure 5. Industrial companies are increasingly confident in their preparations to capitalize on the
opportunities presented by digital transformation now and in the future.
DIGITAL CONFIDENCE BUILDING
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Prepared 1-2 years 2-3 years 5+ years
Now
Not at all confident
Somewhat confident
Confident
Very confident
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DIGITAL TRANSFORMATION: 2017 STATE OF INITIATIVE REPORT
has dwindled rapidly, down from 45% in 2015 to only
19% this year.
Respondents also show growing confidence in how
well their organizations are prepared to capitalize on
the opportunities presented by digital transformation
(Figure 5). Some 30% say they are confident or very
confident now, with that number swelling to 50% in one
to two years, nearly 60% in two to three years and 70%
in five years. And while more than 90% of respondents
are at least somewhat confident that their organization
will have this thing figured out in five years, 8% have
little or no confidence that their organizations will be
prepared even five years from now.
OBSTACLES IDENTIFIED
The survey also asked respondents to score the impor-
tance of ten potential obstacles to achieving digital
transformation in their organizations (Figure 6). The
number one concern—as well as three out of the top
four—had to do with a broadly distributed lack of
understanding and skills. Indeed, a “lack of business-
impact understanding” has been the number one ob-
stacle for two years now, nudging out security concerns
for the second year in a row. The biggest climber in
the list included “weakness in our technical infrastruc-
ture,” which was identified as a key obstacle by 35% or
respondents, up from 26% last year. More respondents
also were concerned about regulations such as for data
privacy. More respondents also were concerned about
regulations such as those related to data privacy.
Finally, survey respondents were asked to identify the
single biggest challenge to realizing digital transformation
(Figure 7). While securing funding and leadership support
remain important issues, talent and human resource issues
topped the list for the first time this year while idea cre-
ation dropped to the bottom spot. Apparently more and
more companies realize the implications of digital trans-
formation for their organizations—they know what they
need to do, but lack the people, the skills or the culture to
realize that vision.
KEY OBSTACLES TO DIGITAL TRANSFORMATION 2017 2016 Change
1. Lack of business-impact understanding 43.4% 46.1% -2.7%
2. Security concerns 41.5% 39.6% +1.9%
3. Lack of employee knowledge 40.4% 37.4% +3.0%
4. Workforce skills gap 40.4% 33.9% +6.5%
5. Weakness in our technical infrastructure 34.9% 25.7% +9.2%
6. General economic uncertainty 33.1% 33.9% -0.8%
7. Lack of senior management knowledge 28.7% 33.9% -5.2%
8. Senior management commitment 26.8% 26.1% +0.7%
9. Regulations (as for data privacy) 22.4% 16.5% +5.9%
10. Immaturity of standards 21.7% 28.3% -6.6%
Figure 6. Survey respondents were asked to identify which of the above 10 obstacles were significant obstacles to digital transformation. Percent-
age of respondents is listed for 2017, last year’s survey in 2016, along with the year-to-year change.
PEOPLE PRESENT BIGGEST CHALLENGE 2017 2016 2015
Talent and human resources 30.0% 24.6% 26.7%
Securing funding 27.4% 27.4% 25.6%
Leadership support 24.2% 23.0% 20.6%
Idea creation 18.4% 25.8% 25.6%
Figure 7. Respondents identified talent and related human resource issues as the single biggest challenge to progress on their digital trans-
formation initiatives.
Digital Transformation: 2017 State of Initiative Report
You are responsible for developing enterprise solutions to chart the course through the digital transformation. As such, it is critical to stay abreast of trends and benchmark your efforts against peers and competitors. The Smart Industry 2017 State of Initiative Report enables you to do just that. Download this report and equip yourself to chart the course.
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