The second of three reports from Grant Thornton’s Digital Transformation survey — which gathered insights from more than 550 cross-functional senior executives across industries — revealed that while 93% of business leaders are investing in more technology, one-third (34%) said their data is inadequate to support transformation.
This second installment of the survey results described how transformation success depends not only on new technology, but also on how human factors, data and smart design shape those investments.
According to Tony Dinola, a principal in the Technology Modernization practice with Grant Thornton Advisors, companies can achieve more with less — and generate profitability today that can be sustained for many years.
“We always encourage our clients to focus on people and process first,” Dinola said. “Before investing in technology, it’s critical to understand the core requirements you are solving for and procure the right technology that is purpose-built for those needs.”
IT is an Agile Enabler for Opportunity
Additional findings from Grant Thornton’s Digital Transformation survey revealed that 67% of leaders ranked resource optimization among their top five technology objectives for this year. As today’s leaders continue to ramp up technology spending, they’re learning lessons from the past on optimizing return from those investments.
“Modern tech allows for modularized deployment,” Dinola said. “Instead of 24- or 36-month projects, we’re talking six- to eight-week cycles. You see the value faster and can stop if it’s not delivering.”
Dinola added that while the IT function remains responsible for infrastructure and IT security, employees throughout the business are innovating with technology to solve problems — and IT needs to support them.
User-Driven Design Seeds More Success
According to the data, 59% percent of survey respondents said user adoption challenges are one of the top three reasons that technology initiatives have failed at their organizations.
“Employee experience reigns as a competitive issue for business leaders. Companies that engage employees in shaping new technology use — through early demos, feedback loops and user-led design — see faster adoption and stronger returns,” Mike Hennessey, a principal in the business consulting practice for Grant Thornton Advisors, said. “You’ll very quickly see who your upcoming leaders are and who your high potentials are. Those insights are valuable when it comes to executing change at scale.”
The survey also showed that user adoption challenges are the top reason that past technology initiatives have failed. Yet when it comes to measuring the ROI of technology investments, respondents ranked employee satisfaction at the bottom of the list.
Rob Ginzel, a director in the business consulting practice for Grant Thornton Advisors, said company leaders should work to make sure employees see how the technology being implemented will benefit them.
“If technology makes work easier and more meaningful for employees, their colleagues and managers, implementation typically goes smoothly,” Ginzel said. “When employees see their peers and leaders using new technology comfortably, that builds trust and curiosity. It turns adoption from a compliance exercise into a desire to work in new and innovative ways.”
Align Metrics with Adoption and Behavioral Outcomes
Another key highlight from the survey centered on cost. According to the data, 63% of survey respondents ranked reducing operational costs as one of the top three ROI goals for their technology investments.
Adoption metrics predict ROI, and cost savings are maximized when technology achieves high levels of adoption. At the same time, frontline usage, engagement and experience signal whether technology tools are driving the intended value.
“We focus on speed to value and end-user adoption — how fast are we getting tools into people’s hands, and how quickly are they making an impact?” Dinola said.
Meanwhile, tracking behavior change — not just usage — can show leadership where hidden resistance may be stalling outcomes. Leaders should analyze how ways of working have evolved.
“When people spend less time on low-value tasks and use new capabilities to drive better decisions and improve quality, they’re bound to deliver superior performance at a lower cost,” Dinola said.
