Digital-Transformation-of-Business-Harvard-Business-Review

Copyright©2015HarvardBusinessSchoolPublishing.
A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT
THE DIGITAL
TRANSFORMATION
OF BUSINESS
sponsored by

FOR MORE INFORMATION, PLEASE VISIT:
microsoft.com/goesp | microsoft.com/enterprise | microsoft.com/cloud
SPONSOR STATEMENT
In today’s mobile-first, cloud-first world, technology is interwoven into every
aspect of our daily lives. The cloud-enabled applications on our mobile
devices guide our decisions and instantly connect us to our social circles.
Technology has clearly transformed our personal lives.
Can we say, with confidence, the same about business? Are organizations
experiencing the same kind of profound changes in daily operations as they
adopt these technologies?
To understand how the megatrends of cloud, mobile, social, and big data are affecting businesses,
Microsoft sponsored the study “The Digital Transformation of Business” conducted by Harvard
Business Review Analytic Services. The survey, polling 537 executives of enterprise organizations,
provides surprising insights into the transformative effects of technology on business operations,
including how:
n Mobile is enabling new business scenarios
n Cloud computing is driving business agility
n Big data is helping companies innovate
n Social channels are transforming core business processes
This report is designed to help you understand how your organization compares with others in
the progression of these transformations. The survey and report will help stimulate and guide the
conversations about technology adoption that are undoubtedly swirling within your organization.
Use this link to forward the digital version to colleagues or to print additional copies.
At Microsoft Consulting Services’ Enterprise Strategy Program (ESP), we help organizations like
yours focus those conversations to shape a “digital transformation strategy.” Then, through a
strategic approach, we can help you implement technology that delivers clear results, including:
n Getting to market faster and more effectively
n Innovative new business models, products, and services
n Optimized business operations
n Exceptional end-to-end customer experiences
Through ESP’s legacy of business-first engagements across industries and geographies around
the world, Microsoft offers a multidisciplinary approach marshalling the most innovative and
productive uses of technology. Let us help you solve your organization’s most complex challenges,
transforming operations through technology.
Peter Cray
Corporate Vice President, Business Operations, Strategy Marketing, Microsoft
Peter Cray

THE DIGITAL TRANSFORMATION OF BUSINESS 1
INTRODUCTION
Although the four “megatrends”
1
of cloud, big data, mobile and social technologies are clearly
having a positive impact, industry watchers who believe that only a few early adopters have
been able to transform their organizations with these technologies are mistaken. Digital
transformation is occurring rapidly at a majority of public and private sector organizations.
This is the primary finding of a recent survey of 537 Harvard Business Review readers at large
and medium sized public and private sector organizations, 45 percent of which are either
executives or senior managers. Figure 1 (For additional details about the survey demographics
and methodology, see page 13.)
The survey found that business leaders are not simply deploying the four technologies to boost
efficiency or otherwise cut costs. Instead, the research shows that firms are embracing the
megatrends to craft new business models, develop new revenue streams, or drive other material
changes that lead to an increase in the top or bottom lines.
The survey found that among the areas where these technologies are having the biggest
impact, five of the top six are top-line or customer-facing: improving customer service (53
percent); increasing productivity (52 percent); developing new services (50 percent), business
models (42 percent), and products (41 percent); and increasing revenues (40 percent). Looking
through 2015, the relative significance of the megatrends to goals that demand innovation,
such as increasing revenues, developing new business models, and improving market share, is
forecast to grow significantly.
These survey results bolster the growing consensus among academics, consultants, and other
industry experts that simply spending more on emerging technologies isn’t enough to boost
business outcomes. Instead, companies that both identify which core business capabilities they
need to differentiate and make a commitment to transform these core business capabilities
with the right digital technology will greatly outperform competitors who don’t.
For example, a new study by George Westerman, Didier Bonnet, and Andrew McAfee found
that firms with a strong vision and mature processes for digital transformation were more
THE DIGITAL
TRANSFORMATION
OF BUSINESS

2 HARVARD BUSINESS REVIEW ANALYTIC SERVICES
profitable on average, had higher revenues, and achieved a bigger market valuation than
competitors without a strong vision.
2
As with any emerging technology, however, there are significant challenges associated with
cloud, mobile, social, and big data initiatives. The survey suggests that the primary risks
preventing their wider adoption are data security issues, lack of interoperability with existing
IT systems, and lack of control. However, executives from leading organizations—several of
whom were interviewed for this report—are overcoming those hurdles to achieve top-line and
customer-facing business benefits.
MOBILE ENABLESNEWBUSINESSSCENARIOS
According to the survey, mobile initiatives are the most frequently adopted of the four
megatrends. They have already transformed business operations and changed the ways
employees work. Organizations’ efforts in this area include equipping employees with
smartphones and tablets; developing mobile applications for customers, employees, and
partners to use; and making changes to internal IT infrastructure to provision and manage a
bring-your-own-device (BYOD) environment.
FIGURE 1
TRANSFORMING ORGANIZATIONS AND HOW PEOPLE WORK
Among companies where big data, cloud, mobile, and social technologies are
critical parts of the infrastructure, these technologies are, or will soon be…
● 2015 ● 2014
Cloud
Social
Big data
Mobile
62%
47%
57%
47%
70%
54%
66%
65%
TRANSFORMING THE BUSINESS
Cloud
Social
Big data
Mobile
56%
43%
58%
44%
52%
36%
71%
69%
TRANSFORMING HOW PEOPLE WORK

Forty-four percent of survey respondents say that mobile is now a critical
part of their infrastructure. It’s especially important in some industries—51
percent of the respondents in the utilities and technology sectors indicated
that mobile devices and access are critical. Nearly two-thirds (64 percent)
of respondents say that “anywhere access” to corporate apps and data is
the biggest benefit to using mobile, followed by increased productivity
(53 percent). The two are undoubtedly linked, as mobile access to systems
optimizes employee time. Figure 2
A majority of survey respondents indicate that putting mobile functionality
in the hands of employees is now a key requirement, and leading companies
are also leveraging the growing ubiquity of smartphones to innovate and
drive top-line revenue growth.
Management of the Detroit Lions professional football team, for example, is
always looking for ways to improve the fan experience. In addition to offering
wireless Internet access at Ford Field to Verizon customers and launching a
digital raffle for charity on game days, the Lions released a free smartphone
application that features exclusive in-stadium game day content, including
instant replay from several different camera angles for every play, and
concession maps. Eventually, the Lions intend to add other features to the
smartphone app, including in-seat concession ordering. “Mobile is a gateway
to our fan base,” says Thomas Horrom, vice president of technology for the
Detroit Lions. “Without it, we’re not able to get creative or innovative in our
engineered touch points.”
Delta Air Lines is another company that is using mobile technologies to
innovate. In 2013, the airline announced it had begun equipping its 19,000
flight attendants with mobile devices, which have increased incremental
revenue from in-flight purchases.
3
But enterprise applications consultant
Josh Greenbaum says the Delta mobile solution is delivering more than
a streamlined buying process. “It’s a full-fledged mobile sales terminal
for the whole customer experience,” says Greenbaum. Eventually, the
mobile devices—together with a growing number of in-seat flat screen
TVs—will enable Delta to sell higher-value seats, book new flights, reserve
hotel rooms, or rent cars while in flight, delivering new services and new
sources of revenue. In addition, the airline says it will eventually provide
flight attendants with customer-specific information from Delta’s customer
relationship management (CRM) system on their mobile devices to enable
morepersonalizedservice.“That’sprettytransformational,”saysGreenbaum.
The widespread use of mobile technologies is also having an impact on the
public sector. For example, the Metropolitan Police in the United Kingdom
wanted to dramatically improve the way suspects brought into the police
station were processed. Aside from the fact that the suspects weren’t always
cooperative, the technology used to capture photos of the suspects was
aging, and image capture had to be performed in a fixed manner by trained
specialists in a specified location. At the end of the day “it was a cumbersome
and difficult process,” says Richard Thwaite, chief information officer of the
Metropolitan Police.
4
DEFINITIONS
This Harvard Business Review Analytic
Services study defined the four
technology megatrends as follows:
Cloud
A style of computing in which scalable
and elastic IT-enabled capabilities are
delivered as a service using Internet
technologies “in the cloud.” It also refers
to using software that is owned, delivered,
and managed remotely by a third party on
a pay-for-use basis or as a subscription
(a.k.a. “software as a service” or “SaaS”).
Social media
Any technology that facilitates social
interactions and is enabled by a
communications capability, such as the
Internet or a mobile device. Examples
are social software (e.g., wikis, blogs,
social networks) and communication
capabilities (e.g., Web conferencing)
that are targeted at and enable social
interactions.
Big data
High-volume, high-velocity, and high-
variety information assets (both
“structured” data in traditional databases
and “unstructured” data in text files and
other documents) that demand cost-
effective, innovative forms of information
processing for enhanced insight and
decision making.
Mobile device access and
management
The deployment of mobile devices like
smartphones and tablets, or the creation
of software applications (“apps”) for
these mobile devices for customers,
partners, suppliers, and/or employees.
Mobile also refers to mobile device
management (MDM) software that
provides the following functions: software
distribution, policy management,
inventory management, security
management, and service management
for smartphones and tablets.
These are modified versions of the
terms defined by Gartner in its publicly
available IT Glossary: http://www.gartner.
com/it-glossary/

To improve its booking process, the agency deployed tablets with specialized mobile applications
to police officers so they themselves could capture multiple images and video clips of the
suspects, including tattoos or clothing, in a less confrontational manner, and enter it into their
systems quickly. Other innovations the Metropolitan Police is pursuing include cameras on
officers and a text messaging service to reduce emergency calls.
“We are going to use technology to stop crime, arrest offenders, or help victims. We need to
keep police officers out of police stations and reduce bureaucracy,” said Metropolitan Police
commissioner Sir Bernard Hogan-Howe. “Digital policing will help us to do this.”
5
Similarly, the growing ubiquity of mobile technologies is having a transformative impact by
helping to deliver healthcare services to underserved populations. Nearly one quarter of all
stillborn births happen in India—600,000 a year in that country alone—largely because so many
expectant mothers live too far away from sources of good maternal and obstetric care. Wipro,
a system integration services company, looked at the inefficiencies in delivery of medical care
to these women in India and decided that there were several areas where technology could
dramatically improve the process.
Last year, Wipro unveiled a system that enabled healthcare providers to deliver remote prenatal
and cardiac care using mobile technologies. The AssureHealth platform combines a mobile
application, integrated medical devices, analytics, and cloud services. A wireless monitor
records heart rates or uterine activity and delivers the information via Bluetooth to the mobile
device. The device sends the data to the cloud, where it is analyzed, and a doctor hundreds of
miles away can download the results and provide an assessment in real time. In areas of India
where health services aren’t readily available, explains T.K. Padmanabha, CTO of Wipro, “what
is available is the phone.”
With regard to the risks involved in deploying mobile technologies, the survey found that data
security far outpaces other concerns. Survey respondents who said mobile technologies are
a critical part of their infrastructure are also likely to name data security as their number one
worry. “Employees have access to your data on a device they can—and will—lose,” says David
Chappell, principal with technology consultancy Chappell Associates. The portability of data
and apps, plus the use of personal devices, raises red flags.
Anywhere access to corporate apps and data
Increased employee productivity
Increased employee collaboration
64%
53%
34%
FIGURE 2
MOBILE CONNECTS EMPLOYEES TO THEIR WORK AND EACH OTHER
Beneﬁts of using mobile devices and applications

Security is an important concern with all four of the megatrends. Figure 3 When it comes to
the public cloud, for example, security is “a trust issue,” says Chappell. “And it takes time to
build that trust.” Greenbaum notes that executives are more aware of security issues these days
because of recent events, including revelations about the U.S. government’s National Security
Agency (NSA) snooping, massive data breaches at Target and other retailers, and the Heartbleed
bug that exposed vulnerabilities in a widely used web security protocol.
6
Leadingcompaniesaredealingwiththesecurityrisksassociatedwiththewidespreadadoptionof
mobile technologies by developing sound BYOD strategies.
7
They are adopting device encryption
and two-factor authentication, as well as using Mobile Device Management (MDM) solutions to
wipe out corporate data on devices if they are lost or stolen.
8
CLOUDCOMPUTINGDRIVESBUSINESSAGILITY
According to the study, 53 percent of respondents said that the cloud’s ability to deliver flexible
capacity as needed is the technology’s leading benefit, followed by 50 percent of respondents
who said that increased business agility was its main benefit. Forty-three percent pointed to
lower fixed costs from using cloud-based solutions as its key benefit. Figure 4
Going forward, cloud computing is primed to have a powerful impact on businesses in 2015.
More than three-fifths (62 percent) of respondents say cloud will transform their businesses
in the next 12 months, up from 47 percent who say it’s doing so today. It will also change the
way people work, according to 56 percent of those surveyed.
While cloud technologies have clearly had an impact on IT departments, companies are doing
more with them than revamping IT operations. “We’re beyond the first generation of cloud
transformation, which was just facilitating the move from capital to operating expense. Now
we’re looking at ways in which we can more easily enable collaboration and deploy services
in elastic fashion,” offers Greenbaum.
Cloud
Mobile
Social
Big data
70%
70%
46%
33%
FIGURE 3
SECURITY RISKS ARE RELATIVE
Data security ranks as an important risk, especially for mobile and cloud

Companies need to be agile, flexible, and fast to meet customer expectations. Cloud
computing can be key to that responsiveness. “We have customers who give us 90 days to get
something up and running,” observes Padmanabha of Wipro. “There’s no way I can do that in
my traditional data center.” The public cloud delivers a time-to-market advantage that’s hard
for enterprises to beat. “We see a lot of traction with customers who have projects that have a
short window of time to deliver results,” Padmanabha says.
Dr. Wu Feng, a professor of computer science, electrical computer engineering, and health
sciences at Virginia Tech, concurs that the flexible capacity of cloud-based solutions can
enable dramatic increases in performance that weren’t available previously. Next-generation
sequencers are capable of doubling the amount of data that they generate every eight or nine
months. “We’re generating data faster than we can analyze it,” Feng says. A cloud solution,
which optimizes data management and data transfer, delivers better performance and access
to DNA sequencing tools and resources, leading to faster advancements in medical research.
As with mobile, security issues and privacy concerns are the main barriers that inhibit cloud
adoption. “I’m in a highly regulated business. Beyond that, I’m in a consumer-facing business
where I’m accountable for the stewardship of personally identifiable customer data,” says Ray
Voelker, CIO of Progressive Insurance. Because encrypting data in the cloud would slow down
the speed of analytics, Voelker says he’s evaluating hybrid cloud solutions. “Most companies
look at a hybrid environment,” says Greenbaum. “They don’t do everything in the cloud. But
as new services and capabilities and opportunities come up, they look to do that via cloud
services.”
Despite some hesitation, the study identified strong support for cloud-based solutions as
more than just a way to reduce IT infrastructure and personnel spending. The study found
that leading companies are using the rise of public and private cloud computing to create new
business models and services in addition to taking advantage of the greater cost efficiencies and
scalability features that the cloud provides.
Flexible capacity: Ability to scale business up or down in response to demand
Increased business agility: Ability to respond quickly to new opportunities
Lower ﬁxed costs
53%
51%
43%
FIGURE 4
CLOUD MAKES BUSINESS FLEXIBLE AND COST EFFECTIVE
Beneﬁts of cloud computing

BIGDATAHELPSCOMPANIESINNOVATE
The advent of new data analysis solutions such as in-memory computing, along with the ability
to host many of these solutions in the cloud, is enabling enterprises to overcome the traditional
barriers to big data analysis. Organizations today have the ability to process and analyze large
quantities of structured and unstructured data to generate business insight in real time. With
the advent of the Internet of Things (IoT)—including wearable computing, connected cars,
and smart cities—the amount of data organizations have available to analyze is set to increase
exponentially.
9
Even now, just over half (54 percent) of respondents say that big data has transformed their
organizations; 70 percent expect it to do so going forward. For those who master big data,
the biggest payoffs are allowing the integration of more data into decision making processes
(according to 62 percent) and enabling faster generation of insights (cited by 52 percent). Figure 5
However, leading companies aren’t just integrating more data into their analyses; they are using
the results to develop new products and services.
For example, Progressive Insurance has always collected and analyzed a significant amount of
data.ButSnapshot,itsinnovativeautoinsurancediscountprogram,“hastakenthingstoawhole
new level,” says Voelker. An in-car wireless device transmits driver data back to Progressive at
one-second intervals. Customers can get their premiums reduced based on their safe-driving
patterns, with those earning a discount saving an average of 10 percent.
Progressive has collected more than 178 terabytes of data via Snapshot—11 times the amount of
all data stored by the Library of Congress. It provides for a much more accurate pricing method
for Progressive than estimating a customer’s potential for loss based on information like age,
gender, and type of car, says Voelker. What’s more, it has enabled an entirely new and successful
product category—usage-based auto insurance. “It’s revolutionary to us,” says Voelker. “Every
time we find a more powerful segmentation variable, it drives more growth.”
Another example of a leading organization using big data to innovate comes from Auckland
Transport, New Zealand’s public transport agency. The agency analyzes four terabytes of
Integrate more data into decision making processes
Speed: Ability to generate insights faster
Integrate disparate data sources into analysis
62%
51%
39%
FIGURE 5
BIG DATA IMPROVES ANALYSIS FOR DECISION MAKING
Beneﬁts of using big data

operational data, including bus ridership, to discover the most popular routes, identify routes
to expand, and improve the customer experience. “It’s a substantial undertaking,” says Roger
Jones, Auckland Transport’s manager of IT and business systems. “We have to figure out how to
transform that data to information and then make that information relevant to the customer.”
In the future, Auckland Transport plans to analyze images from around the city to understand
where traffic congestion occurs or to assist with public safety. Ultimately, the agency will
deliver personalized alerts to citizens letting them know their bus is running late or that there’s
increased traffic on their usual route to work.
Despite the promise of big data, however, it remains hard to manage, hard to interpret, and
hard to integrate into day-to-day business operations and decision making. Further, success
doesn’t happen overnight. “The companies that are good at [big data] have been working on
it for quite a while,” says Thomas H. Davenport, professor of IT and Management at Babson
College and author of Big Data @ Work. Davenport points out that one of the earliest users of
business analytics—UPS—has been working on telematics to track its packages and delivery
trucks for 25 years but only recently announced plans for analytics-based dynamic routing
(itself a project 10 years in development).
Further, skilled data analysts and scientists, who understand both the statistical modeling and
the business applications of big data, are hard to find. Nearly half of respondents (48 percent)
say that a lack of data analysis skills is the biggest barrier to big data. Even those who regard big
data as a critical part of their operations find it difficult to hire the necessary talent.
Leading companies are addressing this talent shortage by hiring skilled contractors or working
with consulting firms that have big data practices. Some are getting more creative. Jones,
at Auckland Transport, is addressing the talent shortage by working with data scientists at
local universities. “There’s a wealth of opportunity for PhDs who might unearth something
interesting mixing our data sets with other data sets,” he explains. The department is also
sponsoring a hackathon. “It’s about exposing some of our data feeds so others can analyze it in
ways we might not be able to internally.”
Further, the study results highlight that successful organizations are those that adopt a big
data mind-set. Business leaders must create a culture that embraces the intelligence big
data delivers, agrees Donald A. Marchand, professor of strategy execution and information
management at the International Institute for Management Development (IMD). “You have to
treat bad news as good news and be willing to act on it,” he says. “You need the ability to see
that the way you thought about things in the past may not be productive in the future.” And
this point of view has to be pervasive—from the C-suite to sales and product development to
the front lines.
SOCIAL TRANSFORMSCOREBUSINESSPROCESSES
According to the survey, the consulting and business services sector is the most transformed
by social media—more than half of that sector’s respondents indicated that they had already
experienced a transformational effect from social. Early business successes with social
networking are most visible in outbound marketing activities: 51 percent of respondents say
that social media has increased their company’s ability to effectively communicate with its
customers. Figure 6

Industry experts observe that social media is becoming a core aspect of modern digital
marketing strategies, and they see potential for it to radically transform the marketing function.
But forward-thinking organizations are not using social networks only to listen to and better
understand customer sentiment about products, brands, and companies as a whole. They are
also using social technologies for recruiting and HR management, and for collaboration and
communication with employees, partners and suppliers.
The survey findings indicate that social technology is positioned to have a broad impact. Survey
respondents who deem social technology to be critical to their infrastructure (22 percent)
are significantly more likely than their peers to say they benefit from an increased ability to
innovate. Even businesses that haven’t yet embraced social media anticipate its potential.
More than half of all respondents say that social technology will transform their organizations
(57 percent) and the way they work (58 percent) in the next few years.
Fouryearsago,Ask.com,aleadingonlinebrandforquestionsandanswers,hiredEricMcKirdyto
improve the customer support experience and improve the support team’s internal operations.
By deploying a CRM application that integrates mobile social media listening capabilities, the
company has transformed both. One key change in how Ask.com’s customer support team
works is that they can now manage support tickets, including those generated through social
media, entirely by smartphone, without being tethered to a laptop or an office.
Similarly, Auckland Transport is evaluating social tools to listen and respond quickly to citizen
comments and even prevent security dangers. The agency plans to mine that unstructured
data, analyze it, and feed it to the operations team to respond to—and someday prevent—
transportation problems. Like Ask.com, Auckland Transport eventually plans to create service
requests from complaints posted on social networks, feed them into a CRM system, and
manage them proactively.
Business leaders note, however, that it isn’t always clear how best to incorporate social
media into core business operations. Social technologies are often not integrated with core
operational systems, and the data they generate is unstructured. “As far as enabling line of
business transactions and being used beyond boosting marketing and the employment brand,”
Increased ability to eﬀectively communicate with customers
Increased employee collaboration
Improved ability to provide customer service
51%
37%
35%
FIGURE 6
SOCIAL IMPROVES COMMUNICATION AND COLLABORATION
Beneﬁts of using social technologies

says Progressive Insurance’s Voelker, “it’s less mature as a business tool.” The main concerns
survey respondents have about social technology include the time spent by employees using it
(cited by 45 percent) and employee information overload (cited by 40 percent).
But leading companies are using social in their core lines of business, turning to social tools that
provide a greater level of integration with their mission critical business systems. For example,
McKirdy of Ask.com said the company once used a variety of social media monitoring and
communication tools to identify and respond to issues. But now that Ask.com uses one social
module in a cloud-based CRM system, “We monitor all major social media channels and can
respond with the click of a mouse,” says McKirdy.
CONCLUSION:HOWDIGITALTRANSFORMATIONHAPPENS
While it is clear that each of the four technology megatrends has had a tremendous impact
independently, the study finds that deploying integrated solutions is where the greatest
impact is achieved. “The most important trends, the most interesting things, are happening
at the intersections of these four different technologies,” asserts Babson College’s Davenport.
Similarly, Horrom, of the Detroit Lions, says, “There’s less value to the Lions in having big data
coming in if we don’t have a method of compute in the cloud or on premises to interact in real
time with our fans via a mobile platform.”
The survey found the likelihood that organizations are being transformed to be significantly
greater among those that deem multiple technologies to be critical. Among “multi-adopters”—
organizations that view at least three of the megatrends as playing a critical role in operations—
more than two-thirds (67 percent) report they have transformed, compared to as few as one-
third (34 percent) of single adopters. Even dual-adopters (using two technologies in critical
areas) are better poised to reap the benefits that sit at the nexus of these technology trends.
Figure 7
Most importantly, the innovation and improved agility described in the examples above are
not simply a result of spending more on IT. At this point in cloud, mobile, social media, and
analytics development, C-level and senior line of business executives should be assessing the
various business capabilities of their organizations and developing a strategy and a road map
to improve and differentiate their core capabilities with these digital technologies. The firms
that take advantage of the new capabilities can not only transform themselves but also achieve
success in the 21st century.
“None of the changes enabled by these technologies comes without accompanying
organizational changes—management mind-sets, organizational behavior, operating cultures,”
says Marchand of IMD. “Deep change over time coupled with these technologies is where
transformation happens.” u

FIGURE 7
MULTI-MEGATREND ADOPTION MORE LIKELY TO YIELD BENEFITS
Multi-adopters are signiﬁcantly more likely to view cloud, mobile, social, and
big data as having a transformational impact.
● One technology ● Two technologies ● Three to four technologies
34%
55%
80%
47%
68%
81%
35%
52%
67%
47%
61%
75%
Cloud
Mobile
Social
Big data

ENDNOTES
1 Other studies of emerging IT trends label the same four technologies variously as the “nexus of forces” (Gartner)
and “the third platform” (IDC).
2 George Westerman, Didier Bonnet, and Andrew McAfee, Leading Digital: Turning Technology into Business
Transformation, Boston: Harvard Business Review Press (2014).
3 Delta Air Lines, “Delta streamlines in-flight customer service with new windows phone handheld devices for
flight attendants,” August 22, 2013, http://news.delta.com/index.php?s=20295item=124317.
4 Susan Hauser, “Customer Spotlight: Metropolitan Police Service,” Microsoft Corp., June 3, 2014,
http://www.microsoft.com/enterprise/susan-hauser-blog/articles/london-metropolitan-police-customer-
spotlight.aspx#fbid=lIpBqiblbq.
5 Dave Neal, “Met Police to wield tablets and cameras as part of 2014 technology strategy,”
The Inquirer, February 7 2014, http://www.theinquirer.net/inquirer/news/2327666/
met-police-to-wield-tablets-and-cameras-as-part-of-2014-technology-strategy.
6 For instance, Monsanto and other agriculture firms have begun to offer data-driven advice to
farmers about planting and cultivation. However, they are getting resistance from farmers, who
see the benefits but worry about how their data will be stored, protected, and used. See: “Digital
Disruption on the Farm,” The Economist, May 24, 2014, http://www.economist.com/news/
business/21602757-managers-most-traditional-industries-distrust-promising-new-technology-digital.
7 Harvard Business Review Analytic Services, “Making BYOD Work: Balancing Productivity and Security,”
Harvard Business Publishing, 2014.
8 “Evolving the Connected Enterprise,” CIO Strategic Marketing Services, July 2014, http://www.oracle.com/
webapps/dialogue/ns/dlgwelcome.jsp?p_ext=Yp_dlg_id=16017095src=8078039Act=22.
9 James Manyika, Michael Chui, Jacques Bughin, Richard Dobbs, Peter Bisson, and Alex Marrs, “Disruptive
technologies: Advances that will transform life, business, and the global economy,” McKinsey Global Institute,
May 2013, http://www.mckinsey.com/~/media/McKinsey/dotcom/Insights percent20and percent20pubs/MGI/
Research/Technology percent20and percent20Innovation/Disruptive percent20technologies/MGI_Disruptive_
technologies_Full_report_May2013.ashx.

SURVEY METHODOLOGY AND RESPONDENT DEMOGRAPHICS
A total of 537 respondents from the Harvard Business Review research panel and
HBR newsletter subscribers completed the survey in the Spring of 2014. Participation
was limited to individuals from organizations with more than $500 million in annual
revenues or more than 1,000 employees if in the nonprofit/government sector.
Region
A geographic breakdown of the survey respondents is as follows: North America
(39 percent), Asia (25 percent), Europe (22 percent), Middle East Africa (8 percent),
and Central and South America (6 percent).
Industry sectors
The largest sectors represented in the survey were: financial (13 percent), technology
(13 percent), manufacturing (11 percent), consulting services (8 percent), energy/
utilities (7 percent), telecommunications (7 percent), government/nonprofit (6
percent), healthcare (5 percent), pharmaceuticals/medical/life science (5 percent),
retail (5 percent), and transportation/logistics (4 percent).
Company revenue
Forty-eight percent of respondents work for companies with annual revenues of
$5 billion or more in 2013, 26 percent for firms with revenues between $1 billion
and $4.99 billion, and 16 percent for firms with revenues between $500 million and
$999 million, with 10 percent not sure about their company’s annual revenue.
Number of employees
Sixty-one percent of respondents work for organizations with 10,000 or more
employees, 16 percent for organizations with between 5,000 and 9,999 employees,
and 17 percent for organizations with between 1,000 and 4,999 employees, with
6 percent working for organizations with less than 999 employees.
Seniority
Fourteen percent of respondents are in executive management, 31 percent are senior
management, and 38 percent are middle managers, with 17 percent coming from
other levels of the organizational hierarchy.
Job function
The largest job functions represented in the survey are: IT (13 percent), operations/
product management (13 percent), finance/risk (10 percent), HR/training (9
percent), consulting (8 percent), general management (7 percent), sales/business
development (7 percent), strategic planning (7 percent), marketing communications
(5 percent), and information management/research (4 percent).
Assuming a 50-50 response to a question, the margin of error is 4.3 percentage
points at a 95 percent confidence level.

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