Bridging the tech value gap
Maximising returns on investment in digital transformation
Between September 2025 and January 2026, we surveyed 314 senior UK executives across industries, as part of Deloitte’s global Tech Value series. The research offers strategies for UK organisations to maximise value from their technology investments, enabling executives to make more informed decisions and fully harness the potential of their existing digital infrastructure.
Research shows tech investment is on the rise, but value isn’t keeping pace. Most organisations believe they are missing out on up to 50% of the returns they expect from digital transformation. The good news? The gap can be closed, if you act decisively.
Read the full report here.
"You have to see transformation as a core part of your role and a core part of the business. And it’s not transform and also run the business, the two are entwined"
Henning Krueger, Chief Digital and Information Officer | British Airways
In this report, we explore the untapped value in existing technology estates, how to ensure legacy systems and security concerns don’t hold you back from innovation, and why culture driven by common purpose and decisive leadership makes all the difference for lasting transformation.
Chapter 1
Unleash the potential: finding your hidden returns
Despite rising technology spend, most organisations are failing to realise the full value of their digital investments. Bridging the tech value gap requires a focus on value capture, robust business cases, and innovative monetisation strategies that go beyond cost reduction to drive growth.
Of the 20 tech capabilities we tracked in the survey, the most common investments were in Generative AI
The majority of business leaders feel there is 21% to 50% of untapped enterprise value in the tech investments they have already made
"If you’re embarking on a critical element of transformation, you need to have the support and the prioritisation from the Board down. If you don’t have that, you will fail."
Jason Vickerman, Director of Technology Services | Yorkshire Building Society
Chapter 2
Fix the foundations: build for tomorrow, not just today
Legacy systems and technical debt, along with security concerns, are significant barriers to achieving digital ambitions. Many businesses avoid tackling foundational weaknesses due to perceived risk and complexity, but postponing modernisation only increases long-term costs and risks. Addressing this is essential to unlock growth and future-proof the organisation.
of Innovation Leaders identified reducing technical debt as a critical contributor to their digital transformation success
of organisations identified security concerns as a critical barrier to achieving digital ambitions
"60% of the transformation initiatives we run in British Airways are digitally-enabled. This means we must strengthen the in-house IT capabilities across the organisation, not just in Digital but across British Airways, and across disciplines like financial management and vendor management. We simultaneously strengthen our digital muscle, and ruthlessly modernise our technology. There are no excuses – you just modernise."
Henning Krueger, Chief Information and Digital Officer | British Airways
Chapter 3
Your culture, your superpower: the key to lasting change
Technology alone does not deliver transformation. Organisational culture, leadership, and agility are equally important. Success depends on a shared north star, empowered teams, and a workforce equipped with both technical and soft skills to adapt and innovate.
When it came to identifying contributors to digital transformation success, 75% of organisations believed that culture and agility were two of the most important
of organisations say insufficient change capabilities are critical barriers to achieving digital ambitions
"It’s people, process and then technology in my view, not the other way around. You have to get that right."
Peter O’Kane, Former Chief Technology Officer | Media Sector
Chapter 4
Championing change: transform vision into value
As technology investment increasingly sits outside of IT, unified C-Suite leadership and a balanced approach to measuring value are essential for success. The CIO’s role is evolving to bridge business and technology, ensuring alignment, resilience, and sustainable impact.
of organisations are spending over £100 million outside of their IT budget on digital transformation initiatives
For tech investments that enable growth (new markets, value propositions and business models), strategy executives make the decisions 35% of the time
"I’m not a fan of the word ‘transformation’. It implies a fixed start and end. The only constant is change – we’re continually adapting and evolving based on the context at that time. Transformation programmes as ‘one-off’ initiatives just don’t work."
Malcolm Lowe, Chief Information Officer | Transport for Greater Manchester
Matt Stallard
