Dutch companies score well on digitization
Amsterdam, 28 September 2017 - Dutch companies perform above average when it comes to digitization. This is shown by a worldwide survey of MIT Sloan Management Review and Deloitte Digital among more than 3500 executives and managers. The research, ' Achieving digital maturity' , looks at the characteristics of companies that are successful in the field of digitization
Amsterdam, 28 September 2017 - Dutch companies perform above average when it comes to digitization. This is shown by a worldwide survey of MIT Sloan Management Review and Deloitte Digital among more than 3500 executives and managers.
The research, ' Achieving digital maturity', looks at the characteristics of companies that are successful in the field of digitization. Deloitte Nederland researched this dataset to see how Dutch companies are doing. Well, as it turns out: where on average 25% of organizations worldwide call themselves digital adults, in the Netherlands this is 31%.
"This research shows that Dutch companies have a head start in the field of digitization, " says Hans van Grieken, EMEA Technology Research Leader Deloitte. "Internationally, we are in the leading group."
With the help of the dataset of the worldwide ' Achieving Digital Matury' research, Deloitte has made a detailed analysis for the Dutch market. Various strategies are set out here of how companies deal with digital opportunities and threats.
Dutch companies are relatively often in the category of ' Fast Moving Experimenters ': 31% versus 21% of the companies in the rest of the world. Of these Dutch companies, 84% say they are successful to very successful, while in the rest of the world they are stuck at 56%. These types of companies have a strong focus on experimentation, a high risk appetite and an 'agile' way of working. What is striking is that Dutch organizations with this strategy compared with foreign companies mainly focus on many small experiments, and less on large initiatives that affect the entire company.
Another successful strategy is ' Talent & Strategy Leaders' . The share of Dutch companies with this strategy is comparable to that in other countries: 29 and 30 percent respectively. Companies with this strategy are characterized by a strong focus on stimulating and attracting talent, training and digitally developing the existing employees and a long-term strategy. It is striking that the need to experiment with new digital technologies in these types of companies in the Netherlands is 23% lower than in the rest of the world.
Dutch companies are not doing bad at all when it comes to digital transformation, says Van Grieken. But we have to continually develop our DNA to maintain that lead. Van Grieken: "That means that organizations have to seriously ask themselves which one or two characteristics from the winning formula of the other strategy they could take over in their own digital DNA. ' Fast Moving Experimenters' seem to have to invest a lot more in their digital talent and the scaling of their pilots. ' Talent & Strategy Leaders' must learn to manage the risks of digital initiatives and at the same time experiment more. "
According to Van Grieken, there is cause for concern that there is a considerable group (29%) in the Netherlands that spends a relatively large amount on digital initiatives, but according to them, in no way benefits from this. These companies do not seem to have a strategy at all and do not structurally measure the revenue from their digital efforts.