C-suite incorporates all the key players like CEO, CFO COO, etc to share all the assumptions and beliefs to address and drive changes. The C-suite is considered the most important and influential group of individuals within a company. Many C-level operatives formerly relied on functional know-how and technical skills to climb the lower rungs of the corporate ladder, most have cultivated more visionary perspectives needed to make sound upper management decisions. The collaboration of C-suite in the Digital transformation and also stress created between IT and Finance in digital transformation, has created disruption in the function of C-suite.

It is believed that a key barrier to success in digital transformation is mostly due to the level of C-suite support and engagement in organizations. According to the 2019 Digital Means Business report by NTT, around 11 percent of organizations are highly satisfied with those in charge of initiating digital transformation, even though nearly three-quarters have such change programs already underway, with 49 percent being led by IT.

The studies noted that less than half 49 percent of participants believed their leadership team has the right skills to manage the execution of a digital transformation. This lack of executive sponsorship or ownership ranked as the key obstacle to the overall digital plan.

While addressing the perennial business-IT disconnect, 42 percent of respondents said business areas and IT are delivering projects in a more integrated function, due in part to the introduction of a chief digital officer.

However, only 12 percent of organizations are highly satisfied that planning is flowing effectively through its execution. In addition, only 29 percent of those polled reported collaborative efforts between departments in place to support digital transformation initiatives.

When it comes to elements, respondents consider an essential to successful digital transformation plans, 71 percent of organizations in the early stages of transformation believe a complete restructuring of the business and operating model is required.

The research polled 1,150 executives across 15 countries in North America, Europe, Middle East, Africa, and the Asia-Pacific, from 11 industry verticals.