"CEOs need to be “single-minded and aggressive” about driving the transformation. “There’s no way you can do digital transformation by halves,” he comments. “Our CEO is chirping in my ear the whole time. He is very activist. He bases himself in our garage frequently. He drops into meetings. He just starts talking to people. It’s not enough just to have CEO sponsorship. It needs to be provocative, disruptive, ambitious, and often uncomfortable sponsorship to be successful.”
Andrew Brem Chief Digital Officer Aviva in "A ROADMAP FOR DIGITAL TRANSFORMATION" McKinsey
Even more important when you see that a single enterprise steals most of the profit acting as successful first digital mover.
All the more reason for CEOs to take note and plan for full digitilisation across the whole business.
To set the organization’s sights at the right level, investments need to be linked to clear, ambitious targets. This helps on three fronts. First, it signals the magnitude of what digital technology can deliver. Without targets, people who find it hard to accept that the old ways of doing things were massively inefficient might be content to sign up for a 10 percent improvement in cycle time, for example, when 100 percent is possible. External benchmarking can help in this respect by reinforcing the conviction that cutting the time it takes to, say, process a claims submission from 90 minutes to 20 is not good enough if someone else has reduced it to four. A company can be certain that if it does not match that benchmark soon, others will.