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Companies Embrace Digital Business Transformation Across Technology, Culture and Responsibilities

Organizations are embracing digital transformation, as 89% have plans to adopt or have already adopted a digital-first business strategy, according to the 2018 IDG Digital Business Survey.

The survey findings show that 28% are still in the development phase – creating strategies, evaluating technologies and organizational changes.

When embracing new technologies or strategies, many factors can come into play. For digital transformation, how long an organization has been established impacts adoption. 87% of well-established companies (established more than 50 years ago) have digital business plans compared to 95% of start-ups (established within 10 years) – and 55% of start-ups have already adopted a strategy, while only 38% of traditional companies have achieved this level. Reasons for this difference are likely due to challenges integrating technology with legacy systems and breaking the mold of company culture.

Technologies & Strategies Driving the Transition

Organizations are turning to digital-first business solutions to improve multiple parts of the business, from enhancing process efficiency through automation, to creating a better customer experience and improving employee productivity.

So far, organizations have adopted data/analytics (59%), mobile technology (59%) and private cloud (53%) to help meet these goals.

However, to get to the next level, organizations are actively researching or piloting artificial intelligence (56%), machine learning (55%), and Internet of Things (50%) – technologies that are also more sought out by start-ups. Digital business adoption requires more than just the latest technology. Organizations also need to implement process and cultural changes such as a data security/protection strategy, IT skills assessment, and a workforce strategy to determine roles and responsibilities.

“Technology has been a driving force in business transformation for years, but the pace at which new technologies are launching has reached its fastest speed. Now is the time to create efficiencies and differentiate through the customer experience,” said Brian Glynn, Chief Revenue Officer, IDG Communications, Inc. “Organizations are doing more than simply adopting new technologies, they are adapting culture, while determining roles and responsibilities for this next era of business growth.”

IT Leadership Through the Digital Business Journey

Half of organizations (54%) state that funding for digital-first initiatives is a part of the existing IT budget and only 6% say it’s a separate budget living outside of IT. This ownership relates to who are involved in each phase of the journey. The research finds that the CIO leads each aspect of an organization’s transition to a digital business, including IT skills assessment, workforce strategy, and data management strategy. Other roles that emerge as key influencers throughout include the IT architect, CEO and CTO.

While implementing digital-first strategies, these individuals also determine success metrics once a digital business strategy is in place. The measures of success that are highly valued include excellent customer service measured by customer satisfaction scores, improved process efficiency through automation, and improved employee productivity.

How are organizations working to enhance their customer experience? The top tools being actively researched or piloted include:

■ Personalization/contextualization of customer interactions – 50%

■ Real-time capture of customer feedback – 49%

■ Improving access to knowledge sharing of products/services – 49%

Unlike other areas where IDG notices differences between well-established organizations and start-ups, these tools are being researched almost equally across both maturity levels of companies – which may be because start-ups have the structure to be nimble and established organizations have deep pockets. With these tools/approaches in the works to enhance customer experience, combined with the strategies and technologies that fuel digital business, organizations are on the path to digital business success.

About the 2018 IDG Digital Business Research

IDG’s 2018 Digital Business survey was conducted among the audiences of six IDG brands (CIO, Computerworld, CSO, InfoWorld, ITworld, and Network World) representing IT and security decision-makers within organizations that have plans to adopt/or already launched a “digital-first” approach. The survey was fielded online with the objective to gain a better understanding of how organizations are evolving to a digital business model. Results in this release are based on 628 respondents across multiple industries.

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Companies Embrace Digital Business Transformation Across Technology, Culture and Responsibilities

Organizations are embracing digital transformation, as 89% have plans to adopt or have already adopted a digital-first business strategy, according to the 2018 IDG Digital Business Survey.

The survey findings show that 28% are still in the development phase – creating strategies, evaluating technologies and organizational changes.

When embracing new technologies or strategies, many factors can come into play. For digital transformation, how long an organization has been established impacts adoption. 87% of well-established companies (established more than 50 years ago) have digital business plans compared to 95% of start-ups (established within 10 years) – and 55% of start-ups have already adopted a strategy, while only 38% of traditional companies have achieved this level. Reasons for this difference are likely due to challenges integrating technology with legacy systems and breaking the mold of company culture.

Technologies & Strategies Driving the Transition

Organizations are turning to digital-first business solutions to improve multiple parts of the business, from enhancing process efficiency through automation, to creating a better customer experience and improving employee productivity.

So far, organizations have adopted data/analytics (59%), mobile technology (59%) and private cloud (53%) to help meet these goals.

However, to get to the next level, organizations are actively researching or piloting artificial intelligence (56%), machine learning (55%), and Internet of Things (50%) – technologies that are also more sought out by start-ups. Digital business adoption requires more than just the latest technology. Organizations also need to implement process and cultural changes such as a data security/protection strategy, IT skills assessment, and a workforce strategy to determine roles and responsibilities.

“Technology has been a driving force in business transformation for years, but the pace at which new technologies are launching has reached its fastest speed. Now is the time to create efficiencies and differentiate through the customer experience,” said Brian Glynn, Chief Revenue Officer, IDG Communications, Inc. “Organizations are doing more than simply adopting new technologies, they are adapting culture, while determining roles and responsibilities for this next era of business growth.”

IT Leadership Through the Digital Business Journey

Half of organizations (54%) state that funding for digital-first initiatives is a part of the existing IT budget and only 6% say it’s a separate budget living outside of IT. This ownership relates to who are involved in each phase of the journey. The research finds that the CIO leads each aspect of an organization’s transition to a digital business, including IT skills assessment, workforce strategy, and data management strategy. Other roles that emerge as key influencers throughout include the IT architect, CEO and CTO.

While implementing digital-first strategies, these individuals also determine success metrics once a digital business strategy is in place. The measures of success that are highly valued include excellent customer service measured by customer satisfaction scores, improved process efficiency through automation, and improved employee productivity.

How are organizations working to enhance their customer experience? The top tools being actively researched or piloted include:

■ Personalization/contextualization of customer interactions – 50%

■ Real-time capture of customer feedback – 49%

■ Improving access to knowledge sharing of products/services – 49%

Unlike other areas where IDG notices differences between well-established organizations and start-ups, these tools are being researched almost equally across both maturity levels of companies – which may be because start-ups have the structure to be nimble and established organizations have deep pockets. With these tools/approaches in the works to enhance customer experience, combined with the strategies and technologies that fuel digital business, organizations are on the path to digital business success.

About the 2018 IDG Digital Business Research

IDG’s 2018 Digital Business survey was conducted among the audiences of six IDG brands (CIO, Computerworld, CSO, InfoWorld, ITworld, and Network World) representing IT and security decision-makers within organizations that have plans to adopt/or already launched a “digital-first” approach. The survey was fielded online with the objective to gain a better understanding of how organizations are evolving to a digital business model. Results in this release are based on 628 respondents across multiple industries.

The Latest

Like most digital transformation shifts, organizations often prioritize productivity and leave security and observability to keep pace. This usually translates to both the mass implementation of new technology and fragmented monitoring and observability (M&O) tooling. In the era of AI and varied cloud architecture, a disparate observability function can be dangerous. IT teams will lack a complete picture of their IT environment, making it harder to diagnose issues while slowing down mean time to resolve (MTTR). In fact, according to recent data from the SolarWinds State of Monitoring & Observability Report, 77% of IT personnel said the lack of visibility across their on-prem and cloud architecture was an issue ...

In MEAN TIME TO INSIGHT Episode 23, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses the NetOps labor shortage ... 

Technology management is evolving, and in turn, so is the scope of FinOps. The FinOps Foundation recently updated their mission statement from "advancing the people who manage the value of cloud" to "advancing the people who manage the value of technology." This seemingly small change solidifies a larger evolution: FinOps practitioners have organically expanded to be focused on more than just cloud cost optimization. Today, FinOps teams are largely — and quickly — expanding their job descriptions, evolving into a critical function for managing the full value of technology ...

Enterprises are under pressure to scale AI quickly. Yet despite considerable investment, adoption continues to stall. One of the most overlooked reasons is vendor sprawl ... In reality, no organization deliberately sets out to create sprawling vendor ecosystems. More often, complexity accumulates over time through well-intentioned initiatives, such as enterprise-wide digital transformation efforts, point solutions, or decentralized sourcing strategies ...

Nearly every conversation about AI eventually circles back to compute. GPUs dominate the headlines while cloud platforms compete for workloads and model benchmarks drive investment decisions. But underneath that noise, a quieter infrastructure challenge is taking shape. The real bottleneck in enterprise AI is not processing power, it is the ability to store, manage and retrieve the relentless volumes of data that AI systems generate, consume and multiply ...

The 2026 Observability Survey from Grafana Labs paints a vivid picture of an industry maturing fast, where AI is welcomed with careful conditions, SaaS economics are reshaping spending decisions, complexity remains a defining challenge, and open standards continue to underpin it all ...

The observability industry has an evolving relationship with AI. We're not skeptics, but it's clear that trust in AI must be earned ... In Grafana Labs' annual Observability Survey, 92% said they see real value in AI surfacing anomalies before they cause downtime. Another 91% endorsed AI for forecasting and root cause analysis. So while the demand is there, customers need it to be trustworthy, as the survey also found that the practitioners most enthusiastic about AI are also the most insistent on explainability ...

In the modern enterprise, the conversation around AI has moved past skepticism toward a stage of active adoption. According to our 2026 State of IT Trends Report: The Human Side of Autonomous AI, nearly 90% of IT professionals view AI as a net positive, and this optimism is well-founded. We are seeing agentic AI move beyond simple automation to actively streamlining complex data insights and eliminating the manual toil that has long hindered innovation. However, as we integrate these autonomous agents into our ecosystems, the fundamental DNA of the IT role is evolving ...

AI workloads require an enormous amount of computing power ... What's also becoming abundantly clear is just how quickly AI's computing needs are leading to enterprise systems failure. According to Cockroach Labs' State of AI Infrastructure 2026 report, enterprise systems are much closer to failure than their organizations realize. The report ... suggests AI scale could cause widespread failures in as little as one year — making it a clear risk for business performance and reliability.

The quietest week your engineering team has ever had might also be its best. No alarms going off. No escalations. No frantic Teams or Slack threads at 2 a.m. Everything humming along exactly as it should. And somewhere in a leadership meeting, someone looks at the metrics dashboard, sees a flat line of incidents and says: "Seems like things are pretty calm over there. Do we really need all those people?" ... I've spent many years in engineering, and this pattern keeps repeating ...