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Our research shows that

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one of the six key factors 

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that can flip the odds of success

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for digital transformations

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from 30% to 80%

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is having a strong leadership commitment

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from the CEO 

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all the way through to middle management.

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BCG research also reveals that 

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companies with a leadership commitment 

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from the CEO down through middle management 

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are 65% more likely 

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to succeed in their digital transformations

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than those without such a commitment.

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Companies that met

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 or exceeded their targets 

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and created sustainable change 

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had their CEOs checking in 

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at least quarterly to track progress and steer the effort. 

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Over 90% of these companies 

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had digital transformation on the CEO’s 

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or the Executive Committee’s agenda—

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a staggering 50% more 

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than companies that were less successful 

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or unsuccessful.

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In our discussions with executives 

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who led successful digital transformations,

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we also learned about how they engaged

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the frozen middle. 

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This refers to middle managers 

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who may not buy into the transformation right away

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because their incentives  are not aligned 

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with the transformation goals, for example.

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So, what makes leadership committed? 

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And middle management engaged? 

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Based on our empirical research,

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we have developed a set of Yes/ No questions

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to help you assess 

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whether your organization 

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can adequately address 

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the leadership factor.

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And BCG 

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has a structured approach 

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to help you answer Yes to these defining questions

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by getting visible commitment from your CEO 

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and other key executives, 

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and engaging middle management.

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There are a few other considerations 

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to keep in mind 

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as you progress with your digital transformation effort:

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Purpose

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is what motivates people.

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Your company’s purpose 

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is the North Star that inspires true commitment 

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and gives employees much more than a paycheck.

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Consistent messaging 

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and actions are key.

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Having leaders 

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speak the same language

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to describe the transformation

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as well as

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act on what they say

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creates a clear vision

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of the future 

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and sets the right example.

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Leaders must also rethink

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how to engage

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and create excitement 

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about the transformation.

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They need to embrace large-scale 

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empowering rather than traditional 

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command-and-control models.

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Leaders must demonstrate compassion and care. 

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Because layoffs, 

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redeployments,

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 and reskilling are inevitable.

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It is essential to provide 

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practical and emotional support

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to those affected

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either directly or indirectly. 

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Be agile

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and ready to take 

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bold decisions to drive commitment. 

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Be open to reassessing the change vision 

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and messaging to keep them relevant,

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but willing to reevaluate the leadership team 

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to ensure unanimous support for the change.

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As one of our senior clients put it: