What are the roadblocks to achieving digital business acceleration?

730 views2 Upvotes72 Comments

CIO in Energy and Utilities, 1,001 - 5,000 employees
Bureaucracy, lack of C suite support, and technical know-how are some of the roadblocks but there are a whole lot of other factors. 
Director of IT in Manufacturing, 10,001+ employees
Lack of Funding, Lack of Collaboration, Too Few Resources, Poor Prioritization, Poor Planning
Head of IT in Manufacturing, 201 - 500 employees
At first i wanted to answer Bureaucracy & old IT-Landscape, but to more i think about it, the more i like to answer people - many are scared or not willing to support new digital business solutions, or are not willing the share their knowledge, because they think otherwhise they are replaceble. So in short: One of the biggest roadblocks are people, but if you start with them, involved them etc. they can speed the whole process up.
Director of IT in Education, 1,001 - 5,000 employees
Simple question to answer.  Lack of sufficient budget.
Director of IT in Education, 1,001 - 5,000 employees
Insufficient budget for staff and resources
IT Director in Travel and Hospitality, 10,001+ employees
Often it‘s budget but that’s really a sign of a lack of significant c-suite backing and trust. Overcoming the natural resistance to change takes significant effort, careful marketing, and time 
VP, Information Technology in Consumer Goods, 10,001+ employees
Its a mix of legacy tech, lack of willingness to change at various levels of any company, bureaucracy and compliance. However they are not always roadblocks, but rather obstacles we all need to work around (or tunnel through) in order to push forward.
Board Member in Healthcare and Biotech, 1,001 - 5,000 employees
Based on my experience of attempting digital business enablement and acceleration, the primary factor is lack of clear expectations, communication, and alignment between layers of the enterprise on what will change and how it will impact customers and employees.

People resist change of any kind if the outcome is not clear and how they will be impacted - positively or otherwise. So it is essential for the CXO driving the digital business to connect with the teams impacted - directly or indirectly and continuously communicate progress, milestones met, KPIs achieved or not, lessons learned.

At least thus far, I have not faced budget challenges when the opportunity is defined in business outcome terms.
Chief Technology Officer in Software, 51 - 200 employees
Primary reason is resistance to change. Most of the existing members are so used to offline model that they fear that digital interventions will hamper their prospects which in some cases is true. 

Second reason is cost and timelines as you don't want to disrupt your business while you transform it into digital. 

Last could be decision making on which way to go and when can this be picked in roadmap and the impact vs cost analysis 

VP( Network Engineering and Delivery) in Telecommunication, 10,001+ employees
Lack of skills, top management apathy , missing near term ROI , employee resistance are some of the roadblocks in achieving digital acceleration.

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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Discretionary budgeting8%

Strategic budgeting72%

A combination of discretionary & strategic budgeting17%

Other (please explain in the comments)1%


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