That’s because getting the engine in place to digitize at scale is uniquely complex. Since digital touches so many parts of an organization, any large digital program requires unprecedented coordination of people, processes, and technologies. A strategy to increase revenue from high-value customer segments, for example, requires analytics-based insights into which purchasing journeys generate the most value, a clear vision and plan for how to capture that value, and technologies and tools to digitize interactions with customers. New capabilities and teams are also needed to manage and coordinate the delivery of those journeys across the organization.2 Of course, adapting over time has always been essential to corporate success. Yet while the average corporate life span has been falling for more than half a century - Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011 - digitization is placing unprecedented pressure on organizations to evolve. At the present rate, 75 percent of S&P 500 incumbents will be gone by 2027.3 That means managing your transition to a digitally driven business model isn’t just critical to beating competitors; it’s crucial to survival. Get the full story at McKinsey & Company