onsidering these organizational models, IDC predicts that in 2020, 40% of national organizations will already be "digitally determined" . This means that a significant part of our business fabric is already executing its transformation roadmap, with digital rooted in its business strategy, from the transformation of markets to the redesign of the future through new business models and the launch of digitally supported products and services. On the other hand, IDC predicts that 60% of national organisations are still "digitally distractedand need a boost to take the topic beyond the agenda into the day-to-day organisational routine.
The same forecast at a global level points out that 55% of organisations are currently "digitally determined", consequently, Portugal needs to further accelerate its digital maturity.
However, it is alarming that organisations outside the digital economy and that do not have an online presence are not counted, even though they represent a very relevant slice of the national economy, more specifically almost two thirds of all SMEs.
With predictions that by 2023 more than 50% of the global economy will come from digital and connected products and services, IDC believes that in 2024 we will enter the last phase of the "Digital Transformation", at which point virtually all business will be digital and there will only be space for "digitally determined" organisations.
In this framework, we have identified 5 essential agents of transformation in this ultimate phase of transition to a fully digital economy, and which all companies, especially those at an early stage, or "digitally distraught", need to work on.
Future culture: leadership at scale
It's increasingly clear that successful digital transformation is not just about a top-down initiative or a big digital budget. In fact, transformation depends on something much more important (and more scalable): the ability of an organisation to adopt a culture in which the concept of transformation is a basic principle, and that digital is part of the company's DNA.
Customers of the Future: creating empathy
The ability to understand the needs, motives, behaviours and emotions of each customer and, based on this knowledge, to know how to respond and interact appropriately is fundamental. To be successful in the customer relationship of the future, it will be imperative that organisations manage to ensure a high degree of empathy, always thinking on the scale of needs.
Intelligence of the Future: knowledge at scale
It will be increasingly crucial to develop the capability to achieve substantial increases in the economic and societal value of products and services by continuously integrating the contextual collective intelligence (CCI) of machine-learning (ML) networks into work, operations and experience. The future of intelligence aims to connect people and machines so that in the enterprise of the future, contextual collective intelligence cuts across operations, work and experience.
Operations of the Future: resilience at scale
The future of operations has evolved from being driven by a culture of operational excellence to resilient, sustainable operations in a complex world. A resilient operation is able to drive innovation and derives it from all parts of its ecosystem, from customer demand to a sustainable value chain.
Work of the Future: Scaled Working Model
IDC defines the work of the future as a fundamental shift in the concept of work that transforms worker behaviours and capabilities as well as organisational culture; supports a dynamic work environment with no limits on hours throughout the day or physical space; empowers teams and a diverse workforce; and promotes human-machine collaboration.
