One problem CEOs face is that disruptive technology is both a blessing and a curse. “There has been no shortage of exciting advances that offer promise, but ultimately prove too costly or too complex to operationalize at scale,” Carande said. “Far too often, going after these advances consumes key resources at the expense of other investment priorities.”
If firms want to consistently grow, rather than great proofs of concept, they must focus on management and transformation teams that can quickly assess and prioritize the suitability and fit of emerging technologies, Carande said.
CEOs said their organizations need to be quicker to shift investments to digital opportunities and divest in those areas where their organizations face digital obsolescence.
