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IDC's Leadership Digital Transformation MaturityScape consists of five stages (ad hoc, opportunistic,repeatable, managed, and optimized) that represent a progression of increasing maturity ofleadership's capabilities and actions. They are a measure of a leader's ability to recognize the opportunities in developing DX capabilities that are consistent with business goals and that of a leader's inherent ability to lead the organization in meeting or exceeding business goals. Specifically, this new study was developed to help business and technology executives identify areas in need of improvement in support of digital transformation in five key areas or disciplines of leadership:
- Ecosystem Awareness and Insight
- Business Model Innovation
- Organizational and Cultural Disruption
- Agile Planning and Governance
- Financial and Economic Leverage
"Leadership of digital transformation requires a nuanced set of skills and abilities, some of which may not come naturally to many executives," says Fred Magee and Marc Strohlein, adjunct research advisors within IDC's Research Network. "Leading DX is inherently multifaceted and multidirectional - DX leaders must have the ability to create digitally fueled business visions; to attract 'coconspirators' including customers, partners, and competitors to help realize the vision; and finally to orchestrate the myriad components needed to actually execute on the vision."
The IDC Leadership Digital Transformation MaturityScape is part of a new series of Digital Transformation (DX) MaturityScapes, across five key dimensions: Leadership DX, Omni-Experience DX, WorkSource DX, Operating Model DX, and Information DX. To learn more, please visit http://bit.ly/1AwAYyg.
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About IDC MaturityScapes
IDC MaturityScapes are used by IT executives and their enterprise partners to have a structured way to identify their current level of maturity, and the gap between where they are and where they want to be to maintain competitive balance or achieve industry superiority. Using IDC MaturityScapes is a way to reduce the friction of change, to make more precise investments, and to identify the details of governance, process, technology, organization, and other factors that can derail the best-laid technology initiative.