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Kane and his fellow researchers surveyed 4,300 executives from more than 120 countries, in companies of varying sizes across 28 industries, from manufacturing to finance to health care. They also interviewed high-level executives and experts in order to place the data in context.

Of that survey sample, the portion of respondents who consider their firms to be in the 鈥渆arly stage鈥� of digital transformation dropped nearly nine percentage points since the previous year, the first sign of progress since Kane鈥檚 survey began. Thirty percent of respondents now fall within the 鈥渄igitally maturing鈥� category. If you were waiting to see how your competitors would respond to the shifting technological landscape, the authors write, then 鈥渢he time to act is now.鈥�

That doesn鈥檛 mean 鈥渢hrowing money at the problem,鈥� the study notes, by buying every new digital tool that comes down the pike. If anything, 鈥渋t helps if you鈥檙e underfunded,鈥� the chief information officer of a medical center told the researchers. 鈥淚t forces you to be scrappy. That鈥檚 a big part of the culture.鈥�

That culture鈥攖he mindset of a digitally maturing company鈥攑uts a premium on experimentation, Kane and co-authors write: 鈥淓xperimentation is at the heart of digital maturity.鈥� Nimble businesses create the conditions for employees to take risks and try new things.

Transformation of this sort is hardest at legacy companies, where there is a built-in fear of failure. Besides which, executives and employees might naturally feel that the old ways have brought success. Management scholars call this the 鈥渃ompetency trap.鈥�

The key to overcoming the competency trap and preparing for more digital disruption is to not simply hire but develop digital leaders. More than 6 in 10 (64 percent) respondents at maturing companies reported developing leaders from within, compared to just 14 percent at companies still in their early stage digitally.

Part of developing leaders means giving employees the time and space to acquire new skills, an area where many companies need to improve. Ninety percent of survey respondents said they need to update their digital skills at least yearly鈥攁nd 44 percent said they need to do so 鈥渃ontinually.鈥� Yet at 鈥渆arly-stage鈥� companies (which are paradoxically often the older companies), nearly 30 percent indicated that their employers offered little to no support to do so.

Developing leaders also means giving middle managers the leeway to make more decisions on digital matters. Kane and co-authors found an interesting disconnect there: 59 percent of CEOs think they delegate decision-making on digital transformation, but only 33 percent of vice presidents and directors agree that that is happening. Are CEOs reluctant to relinquish decisions? That鈥檚 a tempting conclusion, the authors write, but some of their evidence suggests that employees are reluctant to 鈥渟tep up鈥� and embrace their roles as digital leaders.

Kane鈥檚 co-authors were David Kiron, of MIT Sloan Management Review; and Doug Palmer, Anh Nguyen Phillips, and Natasha Buckley, all of Deloitte Consulting. The full report is available on the .