Digital Maturity Index Survey 2022

Digital Maturity
Index Survey 2022

Digital value creation in an unsettled environment Digital Maturity Index 2022
DIGITAL MATURITY INDEX 2022
Content
01 Executive Summary and Key Results
02 Background and Methodology
03 Digital maturity drives profitability
04 Digital Archetypes
05 Key action areas & investment
06 Transformation challenge
Digital Maturity Index 2022

Executive Summary 01
02
After last four year’s of the Digital Maturity Survey showed that, despite expectations, Covid was not an accelerator in
digitization, this year's survey shows that companies have used the return to business as usual to drive their 03
digitization agenda forward, albeit somewhat hesitantly.
The spotlight is shifting more from traditional efficiency improvement to a diversified digital solutions portfolio that 04
focuses on sustainability, resilience, and flexibility. The continued high level of investment in the past year is also
offset by increased revenues across all maturity levels of the companies. However, the investment peak has not yet 05
been reached for the vast majority of companies and new investment areas are being developed. Capital intensity
reduction still needs to be prioritized significantly.
06
The tentative transition to the development of a profitable ecosystems also plays a decisive role here, slowing the
need for capital only hesitantly, but also opening up new opportunities for the first movers.
In summary, mature companies are taking up additional transformation signature issues and have largely left the core
challenges of digital transformation behind them, at the same time capture most of the financial value add.

Key Results of the Digital Maturity Survey 2022 01
02
Digital champions continue to increase their EBIT uplift – Companies are picking up speed again after the Covid pandemic and are
03
overall average is also rising even stronger increasingly targeting on topics beyond costs
2022
2021 … by driving Customer Centricity 41% 04
Of companies plan to
increase speed of
… by increasing supply chain resilience 38% 05
digitization…
… by building seamless IT partnerships 36% 06
Digital Average Digital
Champions Companies Followers
Traceability needs and action capabilities are largely addressed, Companies see ecosystems as core
security and efficiency are still underdeveloped drivers of scaling run joint economic
activities in an
ecosystem
have an integrated IT backbone lack steering capabilities for
that links ERP, MES, PLM and change
CRM
Leverage economies Share joint resources
have improved their supply Suffer from fulfillment of high of scale in their among partners for
chain resilience data security standards ecosystem value creation
…and strongly interlink their
sustainability & digitization Ecosystems
strategy
Participants of the Survey 2022 01
02
Our participants represent the breadth … with a broad coverage of revenue ranges. 03
of decision makers in the manufacturing annual survey
industry… 04
C-Level, SVPs
Participants Division manager
05
100-500 Mio. 500 Mio.-10 Bn. >10 Bn.

… across the globe with focus on German and … covering the major industry sectors of producing industry 06
European market … …
… ranging from medium-sized companies to
large corporations.
Others
Germany
Chemicals / Automotive & 1k – 10k
EMEA (w/o GER) Pharma Suppliers
United States 10k – 100k
APAC Industry &

Machinery
>100k

Key figures for the different regions 01
02
EMEA (w/o Germany) GERMANY

03
plan to increase plan to increase

04
5,26 speed of
5,08 speed of
digitization digitization
05
Maturity EBIT Uplift Ambition Maturity EBIT Uplift Ambition
06
U N I T E D S TAT E S A PA C
5,68 plan to increase

5,32
plan to increase
speed of speed of
digitization digitization
Maturity EBIT Uplift Ambition Maturity EBIT Uplift Ambition

Sectors progress in digitization varies 01
02
M A N U FA C T U R I N G S E C TO R I N F O C U S M AT U R I T Y EBIT UPLIFT AMBITION

03
Automotive Industry
The automotive industry has developed more strongly than 2022 04
5,32
the other sectors and is the most reticent in comparison
2021
with regard to the further acceleration of digitization but plan to strongly interlink their
sustainability & digitization strategy 05
bold considering hot transformation plays. and increase their speed
Industrial Products 06
The industrial sector performed rather weakly last year but 2022
5,26
plans to accelerate all of its digitalization efforts in the
current year. This is already supported by the solid earnings 2021 plan to strongly interlink their
sustainability & digitization strategy
from efforts to date. Linkage between key transformations is and increase their speed
on the top of the agenda already.

Chemicals
In the chemical industry, the Ebit uplift has increased the
most, and further signs point to an acceleration of 4,96 2022
digitization activities. Still the industry needs to consider 2021
plan to strongly interlink their
sustainability & digitization strategy
sustainability and ecosystems as top priority. and increase their speed

Background and Methodology of the Survey 01
02
Annually, Deloitte analyzes the degree of digitalization in the German 03

manufacturing industry as part of an expert survey.
Digital Laggards Digital Champions
The basis of this study is the Deloitte Digital Maturity Index, which is made 04
up of more than 90 different operational and strategic parameters resulting
EBIT uplift
in six digital archetypes types - from Digital Laggards to Digital Champions -
characterized by different digitalization approaches. New business 05
models
This year's survey is being conducted against a backdrop of broad economic
recovery from two-year pandemic and ongoing disruptions of global supply Products & service platforms
06
chains.
When the pandemic hit in March 2020, manufacturing companies had
varying levels of maturity; the following year, 2021, added supply chain
bottlenecks and increasing global uncertainty. This year's survey aims to Value chain & digital capabilities
map the tangible, financially verifiable progress of post-pandemic digital
maturity and how topics like resilience, sustainability, and ecosystems are Digital Maturity
paying into this.

Digital Maturity drives profitability uplifts 01
02
Digital maturity is not an end in itself, but NEW BUSINESS MODELS 03

the core factor for achieving revenue growth EBIT UPLIFT The faster strategic measures, such as the
and profit growth today, as well as in the creation of digital products/ services or new
04
future. business models are taken, the higher the
<30% success
Digital maturity pays off in hard currency
05
and leading companies differentiate
<15% PRODUCTS & SERVICES PLATFORMS
themselves in terms of EBIT uplift and create
Significant investments and the creation of 06
real competitive advantages.
<5% organizational prerequisites are the preconditions to
Digitization has a self-reinforcing effect - realize higher EBIT impact
companies that are already achieving high
digital profitability today are planning all the
VALUE CHAIN & DIGITAL CAPABILITIES
more ambitiously for the coming year.
Initial EBIT impact is achieved through classic
measures and use cases along the value chain and is
based on efficiency gains

Digitalization goals support companies competitive advantage 01
02
C O M P E T I T I V E A D VA N TA G E V S . D I G I TA L I Z AT I O N G O A L S
(average of all companies) 03
Quality pledge and innovative strength is
seen as decisive competitive strengths for
leading companies, who also have aligned 04
their digitalization goals accordingly. 49% Quality 24%
However, for the majority of companies 05

efficiency and flexibility gains are the top 18% Efficiency 35%
priorities executing on digital strategies - in
06
many cases driven by previous beliefs about
17% Flexibility 28%
digitization as bottom line optimization.
16% Innovation 13%

Key challenges and opportunities of digitalization remain 01
02
K E Y C H A L L E N G E S S O FA R
Digital transformation operational 03
challenges are the no. 1 concern of
directors, senior executives and CEOs also in 04
Suffer from
2022 as in the previous years.
fulfillment of high lack steering fail to implement
Nevertheless, 50% of companies have data security capabilities for scalable digital 05
fulfilled their transformation ambitions in standards change solutions
the past 12 months, realizing financial
06
ambition compared to previous years.
Companies also unlocked on adapting to OPPORTUNITIES ALREADY SEIZED
new demands.
However transformational prerequisites are have an integra-

still only partially in place. ted IT backbone
that links ERP, MES, interlink
PLM and CRM have improved
digitization & value chain
sustainability resilience

Increasing speed as a key factor in improving digitalization prospects 01
02
EXPECTED SPEED FOR THE NEXT 12 MONTHS

The tailwind from last year is leading to 03
increased expectations regarding digitization
progress in the current year. 04
Companies that are already successful 05

capturing benefits, having a similar view of
the future as companies that are still in the 06
middle of their transformation.
Expectations of an increasing pace of
digitization go hand in hand with increased
expectations of returns in the form of
increases in corporate profitability
% of participants ∅ Expected EBIT uplift

Six Digital Archetypes evolving 01
02
D I G I TA L A R C H E T Y P E S S T R AT E G I C A N D O P E R AT I V E M AT U R I T Y
03
CHAMPIONS combine consistent digital strategy with operational
1
excellence to achieve a flexibility advantage
04
POTENTIALS focus on developing their digital strategy hand in hand with

operational excellence to achieve cost advantages 05
STRATEGIC INDEX
INNOVATORS show distinct advances in digital business through an 06
innovative portfolio but average operational success
OPERATORS focus on digitalizing their core value chain, founding their

success upon flexibility through innovative solutions
FOLLOWERS seek to consistently advance digital skills in both index

dimensions. Connecting initiatives is essential to improve
0
OPERATIVE INDEX
LAGGARDS lack digital skills in both index dimensions using digitalization
to improve overall efficiency

Digital Maturity Index evolving slowly recovering from pandemic 01
02
M AT U R I T Y D E V E L O P M E N T O V E R T I M E
Companies predominantly pursue a 03
balanced strategy of bottom line excellence
(efficiency) and top line growth (revenue DMI = 5 04
and profitability uplift), which are reflected
here on the axes shown. 05
2022
Although the total number of companies is
STRATEGIC INDEX
2021
developing, the proportion of very mature
06
companies is increasing only slowly - the 2019
higher the current maturity, the less
progress can currently be observed.
2018
DMI = 4
OPERATIVE INDEX

Digital key capabilities & parameters determine maturity 01
02
S T R AT E G I C I N D E X O P E R AT I V E I N D E X
Our Digital Maturity Index considers four 03
holistic indices to analyze the status quo of a
digital journey covering more than 90 04
different operational and strategic Digital Dynamic Digital Digital
Business Capability Activity Capability
parameters. 05
We use the performance in each of these Product
Partner Dynamic lifecycle Smart Smart Digital
different parameters to define the six network forecasting mgmt. F&E logistics DNA
New
Loyalty Clear
06
Connected
different digital archetypes. Digital
investment
Asset
programs Customer roadmap
investment
Identify
Value Technology Smart Smart Digital
business
architecture monitoring Planning factory scorecard
oppor- E2E Flexible
tunities Hybrid-agile digital
Digital Knowledge control
services approach supply processes
mgmt.
Agile Organi- chain
Software- Digital Intelligent
governance zational Ecosystem
enabled Backbone KPIs
structures New structure Play
services CxO
enterprise Develop Intelligent
Connective sponsorship
boundaries business Supply
platforms
De- apps
centralization … … … Innovation
…
level mgmt.
Data
collection & Customer
analytics integration

Insights on Digital Archetypes – Champions 01
02
FINANCIAL PROFILE
The Champions outperforms 03
SOFTWARE-ENABLED SERVICES
the average along all key LEADING KPIs EXCHANGE OF PRODUCT DATA
DIGITAL SCORECARD PARTNER NETWORK & ECOSYSTEM

capabilities and parameters, EBIT 04
DIGITAL MINDSET COMPANY VALUE ARCHITECTURE UPLIFT
16%
as well as in key financial
figures. SPONSORSHIP DYNAMIC MARKET FORECASTING
05
REVENUE 16%
On average, the champion UPLIFT
FLEXIBLE CONTROL PROCESSES NEW TECHNOLOGIES THROUGH PLC
achieves an profitability
06
improvement of 4pp, mainly DIGITAL INVESTMENT 20%
CLEAR ROADMAP KNOWLEDGE MANAGEMENT
driven by sales growth +3pp

However, reduction in DATA ANALYTICS GOVERNANCE & ORG STRUCTURE
PRODUCTIVITY UPLIFT 15%
efficiency ratios compared to
DATA COLLECTION E2E DIGITAL SUPPLY NETWORK
previous year, therefore
efficiency remains in focus ORDER-TO-DEL-IVERY
SYSTEM INTEGRATION DIGITAL R&D 28%
DECREASE
DIGITAL MARKETING AND SALES SYNCHRONIZED PLANNING
DIGITAL LOGISTICS DIGITAL PROCUREMENT

SMART PRODUCTION TIME-TO-MARKET
DECREASE
15%
Digital Business Strategy Dynamic Capability Digital Activity Digital Capability Digital Maturity Index 2022
Insights on Digital Archetypes – Potentials 01
02
FINANCIAL PROFILE
The Potential performs very 03
close to the average and LEADING KPIs EXCHANGE OF PRODUCT DATA

even outperform it in several EBIT 04
11%
capabilities and parameters.
Compared to previous years SPONSORSHIP DYNAMIC MARKET FORECASTING
05
REVENUE 11%
they have improved across UPLIFT
FLEXIBLE CONTROL NEW TECHNOLOGIES THROUGH PLC
the board with significance
06
regarding profitability and DIGITAL INVESTMENT 15%
revenue uplift (+ 3pp), but

also on efficiency metrics. DATA ANALYTICS GOVERNANCE & ORG STRUCTURE
ORDER-TO-DEL-IVERY
DECREASE

DECREASE
11%
Insights on Digital Archetypes – Innovators 01
02
FINANCIAL PROFILE
Within manufacturing 03
industry the Innovator group LEADING KPIs EXCHANGE OF PRODUCT DATA

is one of the smaller groups EBIT 04
8%
(~5%).
Innovators are outperforming SPONSORSHIP DYNAMIC MARKET FORECASTING
05
REVENUE 6%
on strategic dimension while UPLIFT
lagging behind somewhat in
06
other fields. DIGITAL INVESTMENT 13%
With regards to the financial

performance Innovators are DATA ANALYTICS GOVERNANCE & ORG STRUCTURE
behind the average, however
improved all financial metric
compared to previous years ORDER-TO-DEL-IVERY
DECREASE
(+3pp). DIGITAL MARKETING AND SALES SYNCHRONIZED PLANNING

DECREASE
9%
Insights on Digital Archetypes – Operators 01
02
FINANCIAL PROFILE
Operators achieve similar 03
scores to the average along LEADING KPIs EXCHANGE OF PRODUCT DATA

operative dimensions, clear EBIT 04
11%
action fields for strategic
market initiatives. SPONSORSHIP DYNAMIC MARKET FORECASTING
05
REVENUE 9%
Operators financial UPLIFT
performance overall
06
comparable to the DIGITAL INVESTMENT 15%
average of the survey.

They continue to work on DATA ANALYTICS GOVERNANCE & ORG STRUCTURE
efficiency metrics, thus initial
investments in digital
products and services are ORDER-TO-DEL-IVERY
DECREASE
already paying off in terms of DIGITAL MARKETING AND SALES SYNCHRONIZED PLANNING
revenue and profitability DIGITAL LOGISTICS DIGITAL PROCUREMENT

uplift (+1pp). DECREASE
10%
Insights on Digital Archetypes – Followers 01
02
FINANCIAL PROFILE
Follower companies are 03
being outperformed by the LEADING KPIs EXCHANGE OF PRODUCT DATA

average company along all EBIT 04
7%
key capabilities and
parameters as well the SPONSORSHIP DYNAMIC MARKET FORECASTING
05
financial metric. REVENUE 8%
UPLIFT
Compared to previous years
06
they have improved across DIGITAL INVESTMENT 12%
with significance on
efficiency metrics (+5pp) and DATA ANALYTICS GOVERNANCE & ORG STRUCTURE
tangible effects on PRODUCTIVITY UPLIFT 9%

profitability. DATA COLLECTION E2E DIGITAL SUPPLY NETWORK
ORDER-TO-DEL-IVERY
DECREASE

DECREASE
8%
Insights on Digital Archetypes – Laggards 01
02
FINANCIAL PROFILE
Laggards still noticeably lag 03
behind competition across LEADING KPIs EXCHANGE OF PRODUCT DATA

the board. EBIT 04
-3%
Compared to the previous
year, minor improvements SPONSORSHIP DYNAMIC MARKET FORECASTING
05
REVENUE -3%
are discernible regarding the UPLIFT
FLEXIBLE CONTROL PROCESSES NEW TECHNOLOGIES THROUGH PLC
efficiency metrics, which is
06
also considered as focus to DIGITAL INVESTMENT 8%
jump-start the value capture.

Due to the COVID crisis DATA ANALYTICS GOVERNANCE & ORG STRUCTURE
topline improvements
couldn’t been realized.
ORDER-TO-DEL-IVERY
DECREASE

DECREASE
3%
Investment Behavior 01
02
HOW MUCH DO YOU INVEST IN INVESTMENT AREAS

D I G I T I Z AT I O N ( % O F R E V E N U E ) ? 03
Digital transformation is now one of the largest 2022 2021
cost blocks in the Profit & Loss statements of
companies. 04
21
Software
As already known from previous digital maturity 26
surveys, at least 10% investment is required to 26-30% 05
<5% 19
Hardware 22
initiate an EBIT-effective transformation.
21-25%
50% of companies already surpassed this Material 17 06
6-10% Assets 18
threshold with roughly half of them investing
between 10-20 % of their revenues. Immaterial 13
Assets 12
Those with a lower investment share in
12
digitalization focus their efforts on acquiring and 16-20% Talent
10
implementing necessary hardware and software
10
capabilities, others still work on prerequisites. Organization
9
11-15%
7
Other
3

Investment Behavior relies on connectivity 01
02
FOCUS AREAS OF INVESTMENT

As in previous years, many companies are 03
focused their investments predominantly
35% 23%
on production as the core of value creation. DIGITAL SYNCRONIZED 04
Learning from leading companies shifting R&D PLANNING
investments into digital R&D, dynamic 05
fulfillment, synchronized planning to achieve
end-to-end value stream connectivity.
06
It is becoming clear that for the 16% 22%
Supply
transformational shift, investments in digital CONNECTED INTELLIGENT
CUSTOMER Network SUPPLY
R&D are the game changers to unlock future
profits fueled by massive investments into
soft- and hardware infrastructure.
27% 37%
DYNAMIC SMART
FULFILMENT FACTORY
Shift compared to 2021

Better manage complexity through digitalization 01
02
Mature companies are able to drastically 03

reduce complexity through of digitization
(e.g., elimination of interfaces, better data 04
EBIT uplift
availability, end-to-end alignment of value
Ecosystem
chains). Play 05
At the same time, the effects describe a
Dovetailing
necessity for even realizing additional with 06
transformational signature topics coming Sustainability
up, such as dovetailing of sustainability and Reduction
of Capital
digitization, manufacturing-as-a-service or a
Intensity
profitable ecosystem play. These Efficiency
transformational themes are increasingly
displacing more traditional transformation
topics such as efficiency.
Urgency

Early dovetailing of sustainability and digitization 01
02
H O W C L O S E LY A R E S U S TA I N A B I L I T Y A N D D I G I T I Z AT I O N
I N T E R T W I N E D I N Y O U R C O M PA N Y ? 03
Leading companies, those who already
generate high returns from their digital
branches, have meanwhile anchored the 04
EBIT margin EBIT margin EBIT margin
topic of sustainability even more firmly on 0-4% 4-10% >10%
their digital agenda. 05
% of responses
This results in an interlinked approach that
takes ESG criteria into account holistically.
06
Not at all Very closely

Key challenge is to enable basic requirements 01
02
I N C R E A S I N G C A P I TA L I N T E N S I T Y
(total asset/ revenue) for manufacturing industry) 03
Companies are suffering from the enormous
3,4
capital requirements driven by costly back-end 3,2
software implementations as well as the 3,0

04
2,8
creation of hardware infrastructure. 2,6
2,4
For many companies, the challenge of capital 2,2

05
2,0
lockup is already on the agenda and innovative 1,8
1,6
strategies to reduce it have been initiated.
0,8 06
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Changing to Upgrade of
Vertical
product-as- amortized
Integration
…of companies increased a-service assets
capital intensity noticable or
sigificantly

Profitable Ecosystem Play 01
02
VA L U E - A D D E X P E C T E D F R O M E C O S Y S T E M P L AY
Most companies are putting great effort into 03
building ecosystems because they expect
added value in return. Through joint product 04
and service development or joint go-to-
market activities, companies anticipate an Increased sales through joint go-to-market 41%
05
uplift in sales.
Increased sales through joint product
37%
and service development 06
Increased focus on core business 19%
No value add expected 3%

Profitable Ecosystem Play & Success Factors 01
02
E X PA N D A C T I I V I T I E S I N A N E C O S Y S T E M
Companies consider all factors for building an profitable ecosystem as Average Champions 03
equally relevant ∅
− Ecosystem Governance for joint economic activities – most 04
importantly to consider participants involved and how
collaboration, governance and steering must be designed SET-UP AND 05
GOVERNANCE
− Ecosystem Value Creation for modularization in cooperation – a
dynamic, open, and flexible approach should be followed that 06
enables continuous value creation
− Ecosystem Value Distribution with joint resources and benefits
among partners and an effective steering are basic prerequisite VALUE CREATION
for long-term collaboration between ecosystem participants.
Those criteria are of higher importance for those companies aspiring
an above-average profitability expectation (>16%).
VALUE DISTRIBUTION

Top 5 Priorities for the upcoming 12 months
KEY ACTION AREAS FOR THE UPCOMING 12 MONTHS

Leading companies have put data literacy as
top priority to achieve end-to-end
connectivity entering next transformation
into a profitable ecosystem play.
However, majority of companies top
Profitable Seamless
priorities on CDO agendas solve key digital Customer Value Chain
Champions
Data Literacy Ecosystem Business IT
transformation requirements for example Centricity Resilience
Play Partnership
customer centricity, and resilience and
collaboration between business and IT,
which still remains a seemingly
insurmountable hurdle for all companies. ∅
End-to-end
Seamless Profitable
Average
Customer Value Chain connected

Business IT Ecosystem
Centricity Resilience process
Partnership Play
model

Your Contacts
Claudia Ahrens Dr. Harald Proff

Director | Digital Operations Partner | Global Automotive Lead
This presentation contains general information only, and none of Deloitte Consulting GmbH or Deloitte Touche
Tohmatsu Limited (“DTTL”), any of DTTL’s member firms, or any of the foregoing’s affiliates (collectively, the
“Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial, investment,
legal, tax, or other professional advice or services. In particular this presentation cannot be used as a substitute
for such professional advice. No entity in the Deloitte Network shall be responsible for any loss whatsoever
sustained by any person who relies on this presentation.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK 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. Please see www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member
firms.
Deloitte provides audit, risk advisory, tax, financial advisory and consulting services to public and private clients
spanning multiple industries; legal advisory services in Germany are provided by Deloitte Legal. With a globally
connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and
high-quality service to clients, delivering the insights they need to address their most complex business Dr. David Mueller Michael Grigore
challenges. Deloitte’s approximately 264,000 professionals are committed to making an impact that matters.
Senior Manager | Digital Operations Consultant | Digital Operations

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Digital Maturity

Index Survey 2022

01 Executive Summary and Key Results

02 Background and Methodology

03 Digital maturity drives profitability

05 Key action areas & investment

Digital Maturity Index 2022

Digital Maturity Index 2022

Key Results of the Digital Maturity Survey 2022 01

2021 … by driving Customer Centricity 41% 04

Participants of the Survey 2022 01

100-500 Mio. 500 Mio.-10 Bn. >10 Bn.

United States 10k – 100k

APAC Industry &

Digital Maturity Index 2022

Key figures for the different regions 01

EMEA (w/o Germany) GERMANY

plan to increase plan to increase

5,68 plan to increase

Maturity EBIT Uplift Ambition Maturity EBIT Uplift Ambition

Digital Maturity Index 2022

Sectors progress in digitization varies 01

M A N U FA C T U R I N G S E C TO R I N F O C U S M AT U R I T Y EBIT UPLIFT AMBITION

on the top of the agenda already.

Digital Maturity Index 2022

Background and Methodology of the Survey 01

Annually, Deloitte analyzes the degree of digitalization in the German 03

Digital Maturity Index 2022

Digital Maturity drives profitability uplifts 01

Digital maturity is not an end in itself, but NEW BUSINESS MODELS 03

Digital Maturity Index 2022

Digitalization goals support companies competitive advantage 01

However, for the majority of companies 05

16% Innovation 13%

Digital Maturity Index 2022

Key challenges and opportunities of digitalization remain 01

However transformational prerequisites are have an integra-

Digital Maturity Index 2022

Increasing speed as a key factor in improving digitalization prospects 01

EXPECTED SPEED FOR THE NEXT 12 MONTHS

Companies that are already successful 05

% of participants ∅ Expected EBIT uplift

Digital Maturity Index 2022

Six Digital Archetypes evolving 01

POTENTIALS focus on developing their digital strategy hand in hand with

OPERATORS focus on digitalizing their core value chain, founding their

FOLLOWERS seek to consistently advance digital skills in both index

Digital Maturity Index 2022

Digital Maturity Index evolving slowly recovering from pandemic 01

Digital Maturity Index 2022

Digital key capabilities & parameters determine maturity 01

Digital Maturity Index 2022

Insights on Digital Archetypes – Champions 01

DIGITAL SCORECARD PARTNER NETWORK & ECOSYSTEM

driven by sales growth +3pp

DIGITAL LOGISTICS DIGITAL PROCUREMENT

Insights on Digital Archetypes – Potentials 01

close to the average and LEADING KPIs EXCHANGE OF PRODUCT DATA

DIGITAL SCORECARD PARTNER NETWORK & ECOSYSTEM

revenue uplift (+ 3pp), but

DIGITAL LOGISTICS DIGITAL PROCUREMENT

Insights on Digital Archetypes – Innovators 01

industry the Innovator group LEADING KPIs EXCHANGE OF PRODUCT DATA

DIGITAL SCORECARD PARTNER NETWORK & ECOSYSTEM