Achieving digital maturity

Adapting your company to a changing world

Dr. Gerald C. Kane

United States

Doug Palmer

United States

Anh Nguyen Phillips

United States

David Kiron

United States

Natasha Buckley

United States

BY

Dr. Gerald C. Kane

United States

Doug Palmer

United States

Anh Nguyen Phillips

United States

David Kiron

United States

Natasha Buckley

United States

Endnotes

    1. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a U.K. private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the U.S. member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. View in article

    2. This definition of digital maturity was initially discussed in G. C. Kane, “Digital Maturity, Not Digital Transformation,” MIT Sloan Management Review, April 4, 2017, http://sloanreview.mit.edu. The general background of this concept of maturity is based on L. Hyatt, B. Hyatt, & J. Hyatt, “Effective leadership through emotional maturity,” Academic Leadership Journal 5, no. 2 (summer 2007): article 4. Available at: http://scholars.fhsu.edu/alj/vol5/iss2/4. View in article

    3. G. C. Kane, D. Palmer, A. N. Phillips, D. Kiron, and N. Buckley, “Aligning the Organization for Its Digital Future,” MIT Sloan Management Review and Deloitte University Press, July 26, 2016. www.sloanreview.mit.edu. View in article

    4. F. Svahn, L. Mathiassen, R. Lindgren, and G. C. Kane, “Mastering the Digital Innovation Challenge,” MIT Sloan Management Review, 58 no. 3 (spring 2017), 14-16. View in article

    5. Kane, “Aligning the Organization for Its Digital Future.” View in article

    6. Ibid. View in article

    7. “The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution,” World Economic Forum, January 2016. View in article

    View in Article

Acknowledgement

We thank each of the following individuals, who were interviewed for this report:


Douglas Bacon, global lead of collaboration and social strategy, Novartis Institutes for Biomedical Research

Brian Baker, senior vice president, global people, Wal-Mart Stores Inc.

Jacqui Canney, executive vice president, global people, Wal-Mart Stores Inc.

George Corbin, senior vice president of digital, Marriott International Inc.

Chris Cotteleer, chief information officer, Schumacher Group

David Cotteleer, vice president and chief information officer, Harley-Davidson Inc.

Christine Halberstadt, vice president, servicer and client management, multifamily, Freddie Mac

Brad Keller, director of workplace strategy, Humana Inc.

Karen Kocher, chief learning officer, Cigna

Martin Lippert, executive vice president of global technology and operations, MetLife Inc.

Wissam Magazachi, vice president, digital platforms, American Express Company

Shamim Mohammad, senior vice president and chief information officer, CarMax

Kevin Stakelum, director of talent acquisition, Humana Inc.

Brent Stutz, senior vice president of commercial technologies and chief technology officer of Fuse, Cardinal Health 

Prasanna Tambe, associate professor of information, operations and management sciences, New York University

George Taylor, vice president of marketing and digital, chief marketing officer, Caterpillar Inc.