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To it If a company waits for competitors to take action before reacting, this shift signals that now is the time to act. Developing (not just having) digital leaders can set digitally mature companies apart. Simply having the right digital leaders is not the most important indicator of digital maturity. Over 100,000 digital maturity companies still report a need for new leaders. However, these mature companies are more likely to report taking steps to develop the right leaders. The most digitally mature organizations are more than four times more likely to develop the digital leaders they need than the least digitally mature organizations.
Key characteristics of effective digital leadership are supporting the organization: providing vision and purpose, creating conditions for experimentation, empowering people to think differently, and enabling people to collaborate across boundaries. The research and analysis for this report was conducted under the direction of the authors as part of the Job Function Email List MIT Sloan Management Review research program, in collaboration with and sponsored by Deloitte Digital. Digitally mature companies move decision-making further down the organization. At the same time, there appears to be a disconnect between C-suite and middle managers in this regard. About the Author Gerald Cain is guest editor.
Of the Digital Business Initiative at MIT Sloan Management Review and professor of information systems at Boston College's Carroll School of Management. is the leader of the digital practice and strategy practice at Deloitte Digital. Yes, senior manager responsible for digital transformation and other strategic initiatives. David Killen is executive editor of MIT Sloan Management Review, a magazine that brings the ideas of thinkers to the executives and managers who use them. Yes, Senior Manager, responsible for researching emerging topics in the business technology market. Contributors Garth Andrews.
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