Deloitte Digital Maturity Index

On the Pulse of Digitalization
Deloitte Digital Maturity Index

Taking the “The combination of Digital Factory
Pulse of Digitalization experience and results from our new
Digital Maturity Assessment enable
A VISION OF A FULLY DIGITALIZED COMPANY:
Human, machine and product communicate in real time across all operating units. us to generate comprehensive best prac-
The ecosystem of suppliers, research facilities, competitors and customers is integrated.
Continuous data transparency enables risk minimization at an early stage. tices. We are able to show in detail why
At the same time, agile production systems facilitate cost-effective manufacturing some companies are more successful
on their digital journey than others.”
of customized products within short lead times.
To turn this into your reality, our Digital Maturity Index (DMI) – jointly developed by Deloitte
and the University of Duisburg-Essen – marks the starting point of your digital transformation.
The Deloitte DMI is the result of a standardized approach so as to derive a digital maturity DR. HARALD PROFF,
level as well as possible fields of action on your path to a digital business model. LEAD PARTNER OPERATIONS
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01 04
in this striped area
Survey at a Glance Digital Recipe
02 05
Taking the Pulse of Digitalization About the Participants
This icon marks
interactive content
03 06
Digital Archetypes Acknowledgements
Survey findings at a glance Key improvement areas on the
road to digital maturity are …
To become a champion
you have to move either …
Leading companies
strongly emphasize on …
The results indicate a strong linkage between a
... monitoring new
company’s digital maturity and EBIT impact
Strategically OR Operationally technologies
STRATEGIC
... identifying business
New digital business opportunities
Participants experience EBIT impact models and digitalization ... an ambitious

through digital investments in … of products and services road map
CHAMPION
... ability to
POTENTIAL
<30% New business
adapt
models & services

+25% INNOVATOR OPERATOR ... an integrated
<15% central IT system
FOLLOWER FOLLOWER
... investing in
<5% Products, services
OPERATIONAL
LAGGARD LAGGARD new digital assets
EBIT Impact & platforms

+40% Digitalization of
business functions It is key to focus on the left path
Value chains & Digital maturity never depends on

digital capabilities
+35% … and lead to success
diligence or digital journey duration
only when both are

improved equally
Ten years from now digitalization will not be a key diﬀerentiator,

but a necessity to stay in business – so leapfrog ahead!
Along these two dimensions, companies are clustered

into six digital archetypes, focusing on …
CHAMPIONS POTENTIALS INNOVATORS OPERATORS FOLLOWERS LAGGARDS
5% 40% 8% 8% 33% 7%
… strategic and operational … strategic activities … operational … strategic and operational POINT IN TIME INVESTMENT MEASUREMENT ROADMAP
activities with signiﬁcant avoiding the opera- activities avoiding the activities with minimal or Start now! Jump the fence! Keep track! Manifest journey!
success tional component strategic component no evident success
“The crucial aspect for a decision
on digital transformation […]
is the economic benefits, instead
of just evaluating technical options.”
CFO, AUTOMOTIVE 1ST TIER
DELOITTE DIGITAL MATURITY SURVEY | TAKING THE PULSE OF DIGITALIZATION TAKING THE PULSE OF DIGITALIZATION | DELOITTE DIGITAL MATURITY SURVEY
Key determinants for

strong EBIT uplift
Adapting value chains and process models will have a
lower EBIT impact than switching to new business models
30%
15-30% 25% of the participants invest in new digital business

models & services and culture.
EBIT IMPACT
5-15% 40% of the participants invest in the digitalization of

products and services, along with assets and platforms.
EBIT IMPACT
EBIT IMPACT
1-5% 35% of the participants invest in the digitalization of

value chains and digital capabilities.
EBIT IMPACT
0 1
DMI SCORE
Digital efforts along strategic Holistic digital

business models in
vs. operational indices digital ecosystems
Digitalization in its early stages is driven by fragmented,

DIGITAL
process-oriented development and increasingly focuses MATURITY
on strategy to achieve digital maturity
STRATEGIC INDEX
Companies that are characterized by strategic activities due to digitalization of products and
services as well as the definition of new digital business models. Leading companies create
complex digital ecosystems to achieve new services for their clients.
OPERATIONAL INDEX
Companies can be characterized by a strong ability to operationalize a digital strategy

considering their core value chain and available resources. Leading companies build upon
digital capabilities, set up IT backbones and increase the intelligence of their business
functions.
The shift in digitalization efforts along the maturity levels is clearly visible. Advanced
companies increasingly focus on products and business models instead of improving
their core value chain.
STRATEGIC INDEX
Fragmented
digitalization of
business functions
OPERATIONAL INDEX
Six digital archetypes

C HAM PIO N S
Analysis along the strategic and operational indices

results in the definition of six digital archetypes that
I NNO V A T O RS POT E NT I ALS are characterized by different digitalization approaches
Characteristics and distribution per digital archetype
5% 40% 8%
CHAMP IO N S P O TEN TIALS IN N OVA T OR S
Champions combine consistent digital Potentials focus on developing their digital Innovators show distinct advances in digital
strategy with operational excellence to strategy hand in hand with operational business through an innovative portfolio
achieve a flexibility advantage. excellence to achieve cost advantages. but average operational success.
FOLLOWERS OPE RAT ORS
8% 33% 7%
STRATEGIC INDEX
O PERATO RS FO LLO WERS LAG G A R D S
Operators focus on digitalizing their core Followers seek to consistently advance Laggards lack digital skills in both
L A G G A R DS value chain, founding their success upon digital skills in both index dimensions. index dimensions using digitalization
flexibility through innovative solutions. Prepare to transition into next archetype. to improve overall efficiency.
OPERATIONAL INDEX
CH A MP I O NS POT E NT I ALS I NNOV AT OR S O P ERATO RS FO LLO WERS L A G G A R D S
Champions and Potentials show that Innovation-driven companies Operators are Followers and Laggards have not yet found
success is not a matter of diligence – but are quite new to digitalization taking the the key to digital success – regardless of
a matter of doing it right. – but think big. rocky road. the duration of their journeys.
Time is not decisive for

digitalization success Today
Invested time is not decisive for

successes or setbacks in digitalization,
but it shows that digitalization is
a longstanding presence in most 2009 2014 2017 2018
companies when it comes to deciding
on their future path
C HAM PI ONS
60% 40%
Most successful companies started

their digitalization two years ago, POT E NT I ALS 13% 23%
55% 10%
process-driven companies tend
to take longer
I NNOV AT ORS 11% 22%
44% 22%
OPE RAT ORS 14%

57% 14% 14%
F OLLOW E RS 12% 21%

58% 9%
LAGGARDS 17%
50% 33%
Digital archetypes vary in

terms of business impact AVERAGE REVENUE UPLIFT AVERAGE EBIT UPLIFT
Digital archetypes with a mature strategic index

show a significant revenue uplift; only for Champions
CHAMP IO N S
38.5% 16.2%
and Potentials is this reflected by a corresponding
EBIT increase. Operators translate core value chain PO TEN TIALS
25.7% 13.6%
performance into comparatively high EBIT impact
Insights IN N O VATO RS
20.0% 7.8%
15.6% 12.5%
01 02 03
O P ERATO RS
Champions and Potentials are Innovators primarily drive Operators focus on their
9.7% 5.6%
capable of increasing not only innovation, resulting in process model rather than
FO LLO WERS
their revenue, but also their revenue uplift of up to 20%. product portfolio. Although
EBIT, since they are able to However, they fail to translate they achieve comparatively
optimize both the operational this into an equivalent EBIT less revenue uplift (16%) they
and strategic indices through
digitalization.
impact, a phenomenon that
is potentially due to a less
manage to translate their high-
performing value chain into
LAGGARD S
1.2% 1.3%
performing supply chain. significant EBIT uplift (13%).
“Due to the complexity of the
transformation, partnerships
are a critical success factor.”
CTO, AUTOMOTIVE OEM
DELOITTE DIGITAL MATURITY SURVEY | DIGITAL ARCHETYPES DIGITAL ARCHETYPES | DELOITTE DIGITAL MATURITY SURVEY
Digital Maturity is key to

achieving financial success
Champions & Potentials are benefiting from focusing on strategic and
operational components, which have a notable financial impact, while
Followers & Laggards have improvement needs in both components
STRATEGIC COMPONENT OPERATIONAL COMPONENT
Revenue increased by EBIT was uplifted by

Time-to-market time decreased by O2D time decreased by
CH A MP ION S
POT EN T IA L S 27% 14% 14% 5% 22% 10%
F OL L OW ER S
8% 5% Champions &
Potentials
Followers &
Laggards
Champions &
Potentials
Followers &
Laggards
LA G G A R DS
Champions & Potentials have a ~3x higher Champions & Potentials have a ~3x higher Champions & Potentials decrease time-to-market 3x more Champions & Potentials decrease O2D ~ 2x more
revenue impact than Followers & Laggards. EBIT impact than Followers & Laggards. than Followers & Laggards. than Followers & Laggards.
Digital investment increased by Productivity increased by
Champions & Potentials 60% Champions & Potentials 19%
Followers & Laggards 19% Followers & Laggards 7%
Champions & Potentials say their digital investment increased ~3x more than for Champions & Potentials increase productivity ~2x more than
Followers & Laggards. Followers & Laggards.
The Champion’s DNA

STRATEGIC OPERATIONAL
Champions focus on strategic as well as operational activities, INDEX INDEX
adapting outstandingly to demand shifts and benefitting

from operational excellence
Did you know what share of companies deems the following aspects to be part of their
value proposition?
Quality 83% Monitor new Transformation

technologies roadmap
Flexibility 67%
Identify business Integrated central
opportunities IT system
Efficiency 50%
Ability Data collection &

Innovation 50% to adapt analytics
Time 33% Investment in new Digital

digital assets scorecard
Cost 17%
Extensive partner End-to-end digital
collaboration supply chain
The Potential’s DNA

Potentials focus on developing digital strategy hand INDEX INDEX
in hand with operational excellence to achieve cost

advantages
value proposition?
Quality 75%
81% Monitor new
technologies 81% Transformation
roadmap
Efficiency 50%
Innovation 48%
88% Identify business
opportunities 92% Integrated central
IT system
Flexibility 44% 83% Ability

to adapt 73% Data collection &
analytics
Cost 33%
83% Investment in new
digital assets 88% Digital
scorecard
Time 13%
85% Extensive partner

collaboration 77% End-to-end digital
supply chain
DELOITTE DIGITAL MATURITY SURVEY | DIGITAL ARCHETYPES + ZOOM DIGITAL ARCHETYPES | DELOITTE DIGITAL MATURITY SURVEY
Comparison: Champions vs. Potentials

Champions primarily differ in terms of strategic activities
that permit leapfrogging ahead of Potentials
Champions distinguish themselves by
I NNOV AT O RS
Monitoring new technologies and adapting to changing market requirements.
Having an improved governance structure that provides the necessary support for digitalization.
Making more investment decisions to merge internal and external assets on collaborative platforms.
Carrying out a thorough integration of all relevant IT systems, such as ERP and MES.
STRATEGIC INDEX
Identifying new technologies and business opportunities to develop innovative products/services.
O P ERATO RS
Strategic component Operational component
Potential Champion
OPERATIONAL INDEX
The Innovator’s DNA

Innovators place a focus on strategic activities, but INDEX INDEX
compared to Champions, they seriously lack capabilities

in the field of process digitalization
value proposition?
Quality 73%
64% Monitor new
roadmap
Innovation 45%
Efficiency 36%
IT system

analytics
Cost 27%
scorecard
Time 0%

supply chain
At an early stage, the typical Innovator

focuses on strategic development;
operational activities become important
to achieving Potential status
P O T E NT I ALS
How to move from Innovator … … to Potential?
Definition of a digital roadmap and centrally Full digitalization of the end-to-end supply
managed transformation. chain (i.e. logistics).
INNOVATOR POTENTIAL
Investment decisions to merge internal and Mitigation of efficiency vs. flexibility conflicts
external assets on collaborative platforms. between traditional and new business models.
INNOVATOR POTENTIAL
Identification of new technologies and business Collection of real-time data from internal &
opportunities to develop innovative products/ external data sources to conduct extensive
services. data analytics.
INNOVATOR POTENTIAL
FO LLO WERS
STRATEGIC INDEX
OPERATIONAL INDEX
The Operator’s DNA

In contrast to Innovators, Operators focus on the INDEX INDEX
digitalization of processes, neglecting the strategic

activities that enable a company to become a Champion
value proposition?
Quality 90%
30% Monitor new
roadmap
Flexibility 50%
Innovation 40%
IT system
Efficiency 10% 50% Ability

analytics
Cost 10%
scorecard
Time 0%

supply chain
Operators are characterized by a high

degree of process digitalization - to
become a Potential, the creation of PO TEN TIALS
innovative products and services is key
How to move from Operator … … to Potential?
Implementation of a cost optimal value Intensive monitoring of digital journey (score-

chain, focusing on cost drivers procurement card) and quantification of sustainable business
and manufacturing. cases.
OPERATOR POTENTIAL
Collection of real-time data from internal and Establishment of completely new value chain
external data sources to conduct extensive and innovative business models.
FOLLOWE RS
data analytics.
OPERATOR POTENTIAL
Initial monitoring of digital journey (scorecard) Change of value proposition – higher adaption
and quantification of sustainable business cases. ability during shifts in demand.
OPERATOR POTENTIAL
STRATEGIC INDEX
OPERATIONAL INDEX
The Follower’s DNA

Followers seek to consistently advance digital skills in both INDEX INDEX
index dimensions and prepare to transition into the next

archetype
value proposition?
Quality 77%
23% Monitor new
roadmap
Innovation 49%
Efficiency 30%
IT system

analytics
Time 19%
scorecard
Cost 16%

supply chain
The Laggard’s DNA

Laggards lack capabilities in all fields and fall behind INDEX INDEX
the competition in terms of digitalization activities
value proposition?
Quality 78%
22% Monitor new
roadmap
Efficiency 44%
Flexibility 33%
IT system
Innovation 11% 33% Ability

analytics
Time 0%
scorecard
Cost 0%

supply chain
Comparison: Followers vs. Laggards

Followers differ from Laggards in terms of strategic
activities that eventually permit further movement IN N O VATO RS
towards a strategic or operational direction
Followers distinguish themselves by
Exchanging data relating to products & services with groups such as clients or other companies.
Having increased openness towards a digital culture, but solely in isolated company functions.
O PE RAT ORS
Having continuous development of new customer solutions and business models.
Having a CEO and top managers on all hierarchy levels who offer support concerning the digital journey.
STRATEGIC INDEX
Exerting influence on the size and composition of the cooperation network.
Strategic component Operational component
Laggard Follower
OPERATIONAL INDEX
DELOITTE DIGITAL MATURITY SURVEY | DIGITAL RECIPE DIGITAL RECIPE | DELOITTE DIGITAL MATURITY SURVEY
C HAM PIO N S
02 01
Digital recipe for
championship –
I NNO V A T O RS POT E NT I ALS Ten years from now, today’s differentiators become an
imperative, so companies do best in moving along the
strategic and operational direction quickly.
how to get there? Follow our ‘Leapfrog Recipes’ to become a Champion:
01 02 03 04
Potentials need to focus on Innovators need to follow Operators need to move Followers are advised to take
the enhancement of their suit their digital process more strategically, further the ‘Innovator Path’ as faster
digital product portfolio: models and methods: advancing in digital products digital advancements and
& services: benefits are possible:
04 03
• Transition roadmap • E2E supply chain • Partner network • Digital roadmap
• Digital scorecard digitalization • Digital scorecard • Clear sponsorship
• Responsive organization • Real-time data • Adaption ability • Sensing new opportunities
collection & analytics
STRATEGIC INDEX
L A G G A R DS
OPERATIONAL INDEX
DELOITTE DIGITAL MATURITY SURVEY | INDUSTRY INSIGHTS OVERVIEW INDUSTRY INSIGHTS OVERVIEW | DELOITTE DIGITAL MATURITY SURVEY
Industries vary in
digital maturities
Industrial Products and Service
Providers are most advanced in terms 01 02 03 04 05
of digitalization. Industries are ranked
Automotive
according to their Digital Maturity Industrial Products Service Providers Logistics Chemicals
Indecisive and
Pioneers of digital Leapfrogging into Caterpillars turning Industry on
Index Score transformation the digital era into butterflies the move fragmented
C HAM PI ONS 2% 12% 4% 10%
POT E NT I ALS
44% 50% 31%
41% 20%
I NNOV AT ORS 10% 4% 11% 20%
OPE RAT ORS 13% 4% 4% 10%
F OLLOW E RS 29% 44%

38% 30% 30%
LAGGARDS 2% 6% 12% 11% 10%

DELOITTE DIGITAL MATURITY SURVEY | INDUSTRY INSIGHTS OVERVIEW INDUSTRY INSIGHTS OVERVIEW | DELOITTE DIGITAL MATURITY SURVEY
Industrial Products
(IP) vs. Automotive
C HAM PIO N S
Comparing leading versus lagging

industries, it becomes clear that the
I NNO V A T O RS POT E NT I ALS ways to move into the Champions
cluster differ significantly
Top five improvement needs for Followers & Laggards within
Industrial Products Automotive
#1 Digitalize E2E supply chain

(i.e. procurement processes)
Conduct data analytics
using real-time data
#2 Monitor and adapt innovations

of competitors and suppliers
Raise acceptance of
digital culture

#3 Introduce incentives
system to scale
Perform
data analytics
#4
STRATEGIC INDEX
Report digitalization progress Improve knowledge

by determined scorecard management
L A G G A R DS #5 Develop entrepreneurial culture

among employees
Mitigation of efficiency
vs. flexibility conflicts
OPERATIONAL INDEX
DELOITTE DIGITAL MATURITY SURVEY | ABOUT THE PARTICIPANTS ABOUT THE PARTICIPANTS | DELOITTE DIGITAL MATURITY SURVEY
About the participants

A majority of participants is located in two main industries
while having a more mature age group holding middle
management positions
Participants by industry Participants by age Participants by revenue
Industrial Products 40% <34 5% 100 - 500 Mio. 28%
35-44 24%
500 Mio. - 10 Bn. 51%
Transportation, Logistics 20% 44-54 37%
>10 Bn. 21%
55-64 34%
Pharma, Chemicals, Plastics 20% 71% of participants are over 45 years old. >72% make >500 Mio EUR.
Engineering Services 12% Participants by position Participants by # of employees
25%
52% 15%
1K-10K <1000K
Automotive 8%
CxO Level
27% 7%
>20K 10K-20K
>50% of all participants work in the TOP 2 industries. 25% of participants are on a CxO level.
DELOITTE DIGITAL MATURITY SURVEY | INDEX INDEX | DELOITTE DIGITAL MATURITY SURVEY
Digital Maturity Index

enables transformation
To identify differences in digital potentials, we developed the
Digital Maturity Index, offering a standardized approach so as
to derive a digital maturity level
STRATEGIC INDEX OPERATIONAL INDEX
DIGITAL BUSINESS DYNAMIC CAPABILITY DIGITAL ACTIVITY DIGITAL CAPABILITY
The Digital Business Index measures the company’s Dynamic Capabilities determine the company’s The Digital Activity Index measures the company’s The Digital Capability Index measures the potential,
orientation toward gaining competitive advantages. ability to change and support the development of ability to operationalize a digital strategy along two capabilities and knowledge of internal resources
This enables greater competitive advantages and skills when they are disrupted by changes in the dimensions, taking into account available resources. along the two dimensions of organizational and
higher revenues in existing and new markets. environment, threatening competitive advantages. individual capabilities.
Digital Products & Services Sensing Process Model Individual Capabilities

1. Smart Spaces 3. Smart Data
Supply Chain: Engineering, Planning,
2. Smart Offerings 4. Smart Services Seizing Procurement, Production, Logistics Organizational Capabilities
1. Governance & Culture
Indirect: Finance, Human Res., Sales/Mar., IS/IT
Reconfiguring 2. Organizational Structure
Digital Business Model
3. Process Organization
1. Competitive 3. Value Proposition
4. Key Metrics
Advantage 4. Profit Model Technologies and Data Analytics
2. Value Architecture 5. Resource Allocation 1. Infrastructure & Technology
2. Data Security
3. Data Analytics
DELOITTE DIGITAL MATURITY SURVEY | INDEX INDEX | DELOITTE DIGITAL MATURITY SURVEY
Our Digital Factory

accompanies the
digital journey
An innovative environment in which you
assess your digital maturity and develop SCALE UP
digital business models to unleash the
Roll out verified solutions
full potential of digitalization to corporate level in order
to leverage full potential
DIGITAL OPERATING
MODEL
Investor-driven, agile, and

insight-driven structure for
digital roadmap execution
DIGITAL
ROADMAP
Gap evaluation, digital business

DIGITAL MATURITY case and prioritization of
ASSESSMENT improvement areas
1. Set the scene

DIGITAL VISION 2. Break down vision into targets
3. Identify key improvement areas
Definition of a holistic, long-term
vision as an aspirational goal for
the journey
Our DMI team is dedicated to supporting you along
your individual digital transformation journey.
For more information please visit:

www.deloitte.com/de/digital-maturity.html
digitalfactory@deloitte.de
Dr. Harald Proff Claudia Ahrens

Partner Director
Phone: +49 (0)211 8772 3184 Phone: +49 (0)40 32080 4829
hproff@deloitte.de cahrens@deloitte.de
Yvonne von Ostrowski Wencke Neuroth

Manager Digital Factory Senior Consultant
Phone: +49 (0)211 8772 3070 Phone: +49 (0)211 8772 2810
yvonostrowski@deloitte.de wneuroth@deloitte.de
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entities (collectively, the “Deloitte network”) is, by means of this communication, rendering professional advice or
services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person
who relies on this communication.
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
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Please see www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms.
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On the Pulse of Digitalization

Deloitte Digital Maturity Index

1. Download the Snoopstar App

2. Search for this icon in the brochure

3. Activate the app and place your smart-

The video will be displayed

Survey at a Glance Digital Recipe

Participants experience EBIT impact models and digitalization ... an ambitious

models & services

EBIT Impact & platforms

Value chains & Digital maturity never depends on

only when both are

Ten years from now digitalization will not be a key diﬀerentiator,

Along these two dimensions, companies are clustered

CHAMPIONS POTENTIALS INNOVATORS OPERATORS FOLLOWERS LAGGARDS

Key determinants for

15-30% 25% of the participants invest in new digital business

5-15% 40% of the participants invest in the digitalization of

1-5% 35% of the participants invest in the digitalization of

Digital efforts along strategic Holistic digital

Digitalization in its early stages is driven by fragmented,

Companies can be characterized by a strong ability to operationalize a digital strategy

Six digital archetypes

Analysis along the strategic and operational indices

Characteristics and distribution per digital archetype

FOLLOWERS OPE RAT ORS

O PERATO RS FO LLO WERS LAG G A R D S

CH A MP I O NS POT E NT I ALS I NNOV AT OR S O P ERATO RS FO LLO WERS L A G G A R D S

Time is not decisive for

Invested time is not decisive for

Most successful companies started

OPE RAT ORS 14%

F OLLOW E RS 12% 21%

Digital archetypes vary in

Digital archetypes with a mature strategic index

Digital Maturity is key to

STRATEGIC COMPONENT OPERATIONAL COMPONENT

Revenue increased by EBIT was uplifted by

POT EN T IA L S 27% 14% 14% 5% 22% 10%

Digital investment increased by Productivity increased by

Champions & Potentials  60% Champions & Potentials  19%

Followers & Laggards 19% Followers & Laggards  7%

The Champion’s DNA

adapting outstandingly to demand shifts and benefitting

Quality 83% Monitor new Transformation

Ability Data collection &

Time 33% Investment in new Digital

The Potential’s DNA

in hand with operational excellence to achieve cost

Flexibility 44% 83% Ability

85% Extensive partner

Comparison: Champions vs. Potentials

Champions distinguish themselves by

The Innovator’s DNA

compared to Champions, they seriously lack capabilities

Flexibility 27% 82% Ability

64% Extensive partner

At an early stage, the typical Innovator

The Operator’s DNA

digitalization of processes, neglecting the strategic

Efficiency 10% 50% Ability

40% Extensive partner

Operators are characterized by a high

Champions & Potentials 60% Champions & Potentials 19%

Followers & Laggards 19% Followers & Laggards 7%

Industrial Products 40% <34 5% 100 - 500 Mio. 28%