This report enables decision makers to undertake an effective digital transformation that will improve the strategic intelligence and the performance of their organisation.
Abstract
The DTI report responds to a need for in-depth research into the links between business intelligence practices and the digital transformation of organisations. Based on robust data from a survey of 78 companies of different nationalities, it measures, qualifies and analyses a number of behaviours.
The report explores the impact of digital transformation intelligence on organisational performance of these companies and demonstrates that a company’s agility increases when practises are more sophisticated and closer to centers of decisons. The proposed typology can inspire any organisation to improve its digital transformation, refine its long-term strategies and thus gain marketshares whilr increasing profits in a sustainable way.
Organization Matters
Although organizations generally don’t have a person or department allocated full time to intelligence specifically around DTI, keep in mind the phrase “Everyone’s job is no one’s job.” Most organizations would greatly benefit by having a central repository for information around DT. That gives employees one place to go, which is important as DT often touches every facet of the organization. When responsibility for DTI is located in Competitive Intelligence (CI), the organization will benefit from the advanced capabilities CI possesses around collection, analysis, and communication.
Recommended next step :
Designate a pre-existing department or team as the central clearinghouse for information around digital transformation. Communicate that broadly across the enterprise, not only in traditional customer-facing functions.
DTI Must Move at Speed
While technology on its own isn’t a silver bullet, our results show that companies using advanced technologies to support CI and DTI enjoy greater agility. The most sophisticated companies were also the most likely to use AI to support intelligence collection, analysis, and dissemination.
Recommended next step :
Conduct a process audit of the CI function (or whatever department is largely responsible for DTI). Identify inefficiencies and bottlenecks and develop a plan to remediate them (the collection stage is a logical candidate for streamlining, potentially with advanced technology.)
Look beyond Competitors
The external factor that has the greatest impact on decision making around DT is customer demands. Having information about customers, suppliers, and competitors in self-contained silos is a recipe for disaster.
Recommended next step :
Successful DTI requires an ecosystem view of the external environment. If CI doesn’t already track customers, suppliers, macro trends, etc., either add those to the mandate or quickly develop processes to share information and insights across other departments responsible for those areas.
This report was originally published on the website of SCIP (Strategic & Competitive Intelligence Professionals).
