Cvs health is not an outlier it reflects the hall

CVS Health is not an outlier — it reflects the hall-
marks of digitally maturing companies. Our findings
are based on an assessment of companies’ sophistica-
tion in their use of digital technologies. For the past
two years, we have conducted surveys in which we
asked respondents to “imagine an ideal organization
transformed by digital technologies and capabilities
that improve processes, engage talent across the or-
ganization, and drive new value-generating business
models.” (See “About the Research.”) We then asked
them to rate their company against that ideal on a
scale of 1 to 10. Respondents fall into three groups:
companies at the early stages of digital development
(rating of 1-3 on a 10-point scale, 32% of respon-
dents), digitally developing companies (rating of 4-6,
42% of respondents), and businesses that are digitally
maturing (rating of 7-10, 26% of respondents). (See
Figure 1, page 6.)
Our analysis discovered how digitally maturing
companies are embracing digital transformation
ABOUT THE RESEARCH
To understand the challenges and
opportunities associated with the
use of social and digital business,
MIT Sloan Management Review , in
collaboration with Deloitte, con-
ducted its fifth annual survey of
more than 3,700 business execu-
tives, managers, and analysts from
organizations around the world.
The survey, conducted in the fall of
2015, captured insights from individ-
uals in 131 countries and 27
industries, from organizations of var-
ious sizes. More than two-thirds of
the respondents were from outside
of the United States. The sample
was drawn from a number of
sources, including MIT Sloan Man-
agement Review readers, Deloitte
Dbriefs webcast subscribers, and
other interested parties. In addition
to our survey results, we inter-
viewed business executives from a
number of industries, as well as
technology vendors, to understand
the practical issues facing organiza-
tions today. Their insights
contributed to a richer understand-
ing of the data.
Surveys in the first three years of
this research collaboration were
conducted with a focus on social
business. This year’s study and
last year’s expanded to include
digital business.
Digital maturity was measured in
this year’s study similar to how it
was measured in prior years. We
asked respondents to “imagine an
ideal organization transformed by
digital technologies and capabilities
that improve processes, engage tal-
ent across the organization, and
drive new value-generating business
models.” We then asked respon-
dents to rate their company against
that ideal on a scale of 1 to 10. Three
maturity groups were observed:
“early” (1-3), “developing” (4-6), and
“maturing” (7-10).
A hierarchical cluster analysis con-
firmed the composition of these
maturity groups. The analysis re-
vealed three distinct clusters of
respondents who had similar an-
swers to specific survey questions
related to organizational structure
and culture. Characteristics of the
clusters related to culture, talent,
and leadership align closely to those
of the “early,” “developing,” and
“maturing” groups noted above.