Change the approach dynamic and results you get from your Digital Transformation Leading Organisations need to achieve aggressive sustainable profitable growth objectives. To retain an edge they need to apply and absorb advanced technology and capabilities. Recent studies have shown the success of ERP implementations are running at 50% (Resulting IT). SAP’s own studies with McKinsey have shown that 92% of organisations must evolve their business models to survive at the speed of digitisation yet 7 out of 8 digital transformations fail. This 40pc increase in failure rates from ERP to Digital enablement speaks to the enormous challenge and risk ahead for organisations embarking on Digital Transformation journeys. To help address this problem, as leaders in the field of enterprise profitability analytics, AQOIA have identified and termed a new genre of analytics called Transformation Analytics. This new genre of analytics complement traditional BAU and runtime analytics serviced from EDW’s, ERP’s and point solutions, by helping organisations inform and drive transformation and continuous improvement. Typically this is the domain of guess work, and badly coupled together excel spread sheets and silo point solutions disconnected from and beyond the line of sight of enterprise systems. This is a serious problem as Digital is about reconfiguring the enterprise around the customer. Increasingly value and growth is created from introducing green and brown field innovation and optimising existing operations aggressively to drive margin and costs down as more change, speed, volatility and complexity is introduced. Most of this decision support is captured if at all in non standard non enterprise systems, Excel and point solutions.This has major implications for an organisation embarking on a digital transformation journey as they are effectively flying blind during a transformation to an unclear destination, with the technology lagging the action. This could be one of the reasons for such an uptake in failure rates. The lack data to drive to drive intelligent insights, technology to accelerate results, and constrained if empowered teams, to underpin the new process, organisation, and governance models necessary to succeed in the digital economy is likely one of the reasons for such an uptick in failure rates. To help an organisation thrive in the digital economy where innovation, continuous improvement and change, smart experiments and rapid scale-out are the new order of operations this is not a good state of affairs.