Séptima Encuesta Mundial del Coeficiente Digital de las empresas

2015 Global Digital IQ® Survey
September 2015
Lessons from digital leaders
10 attributes driving stronger
performance

Will your digital strategy drive top-line
growth or real disruption?
Since 2007, our unique research has asked one simple
question: What actions can leaders take to confirm their
digital investments deliver and sustain value? To get to
the answer, we study the practices and performance
of global companies, drawn from the experience of
nearly 2,000 business and technology executives.
This year we have identified 10 critical attributes that
correlate with stronger financial performance.
Top-performing companies are more deliberate in their
digital strategy, innovation, and execution. They are
more likely to have CEO commitment, strategic clarity,
and shared understanding. They are more apt to take
a broad view when applying technology and identifying
sources of innovation. And they are more prone to being
skilled at turning their data into insight, proactive in
cybersecurity, and consistent in measuring outcomes
from digital investments. Those organizations that
displayed these attributes—our Digital IQ®
leaders—
were twice as likely to achieve more rapid revenue
and profit growth as the laggards in our study.
In addition to establishing the direct linkage between
digital investment and corporate performance, our
research revealed important trends about the nature of
disruption and the barriers organizations face in its wake.
1. Digital for today’s business—not tomorrow’s.
Despite the market fervor, companies are not
investing in technology to disrupt their own or other
industries. They are almost entirely focused on
applying digital to grow their existing business models
and the short-sighted view is cause for concern.
2. Yet plenty of disruption occurring
inside of organizations.
Leadership’s desire to capitalize on digital technology
is so strong that it’s disrupting the enterprise operating
model, as evidenced by shifting spending patterns, new
digital roles, and undefined working relationships.
3. And companies are held back
by a slow-tech approach.
Staying ahead of both market and internal disruption
requires thinking and acting more like a nimble startup.
Companies need to accelerate productive cross-
functional relationships, how they learn and partner,
and skills development.
Our Digital IQ findings have never been more relevant.
As organizations continue to invest heavily in digital
technology, and customers, employees, shareholders,
and boards raise their expectations, management
teams are under pressure to translate that considerable
investment into real returns. We believe that, first,
leaders must have a clear understanding of today’s
digital climate. Only then will they be equipped to set
themselves up for superior performance in their current
business—and ones they have yet to reimagine.

Digital IQ leaders are twice as likely
to achieve rapid revenue and profit
growth as the laggards in our study.

What do the digital signs reveal
about your business?
Our research reveals clear signs that 2015 is a tipping
point. While we see some regional differences across
the globe, business leaders are poised to unlock real
competitive advantage through their digital investments.
Here’s why:
CEOs are all-in.
The vast majority (86%) of CEOs we spoke with in our
annual survey felt it was crucial to champion the use
of digital technologies.1
Are they walking the talk? Yes,
according to the nearly three-quarters of business and
IT executives in our Digital IQ survey. Even more telling
is the significant uptick we’ve seen over the last two
years: just 57% said their CEO champions digital in
2013, compared with 71% in 2014, and 73% this year. A
regional standout here is the Middle East where 84% of
executives point to a CEO champion in their organization.
Digital disconnect: how leaders see digital
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: How does your organization define digital? Select up to two statements that best describe your company.
Aggressive investment is occurring.
The CEO mandate is influencing significant investment
in digital: Nearly one-third of respondents (31%) say
their companies are investing more than 15% of revenue
into technology investments that span all areas of the
business, not just IT. This is considerably higher than
the single-digit spending forecasts that technology
analysts typically make. Regionally, executives in
Africa (42%) and Southeast Asia (40%) are most
likely to be investing more than 15% of revenue.
Confidence continues to rise.
Two-thirds of respondents rate their companies as
having a strong Digital IQ, slightly up from 64% last
year. Executives in Asia (64%), Scandinavia (59%),
and Western Europe (54%) are less confident.
Synonymous with IT
Customer-facing
technology activities
Technology investments
in all parts of business
Technology innovation-
related activities
Data andanalytics activities
62%
50%
14% 11% 13%
41% 41%
25%
29%
33%
41%
45% 46%
37%
49%
CIO CMO CDO

Lack of a common definition.
We asked executives to choose the two most-apt
definitions of digital for their business. While the
majority (53%) think of it as the activities related to
technology innovation, and a large share (41%) see
it as the investments made to integrate technology
into all parts of the business, a sizable number define
it as IT (37%) or customer-facing activities (36%).
CIOs and CDOs tend to be on the same page, but
CMOs have different priorities and expectations.
The regional picture is also mixed, with Central and
Eastern European executives most often viewing digital
as IT, while those in North America (48%) and the
Middle East (69%) most often view it more broadly.
New and evolving roles.
Where enterprise technology used to be the sole domain
of the Chief Information Officer (CIO), there’s a shift
happening in many organizations, with the traditional CIO
role fragmenting across new and existing leaders. Some
companies are appointing Chief Digital Officers (CDOs)
to lead digital transformation efforts, as evidenced by a
forthcoming PwC Strategy study, Digitizing the business:
The 2015 Chief Digital Officer Study. Executives in our
survey indicate that while many CIOs predominantly lead
all digital efforts today (40%), there will be a drop-off in
three years’ time (35%). At the same time, executives say
they expect the CIO will ramp up the internal focus on IT
and innovation from 32% today to 36% in three years. In
some regions the marginalization of the CIO role is even
more pronounced: In North America (44% today), CIOs
who have responsibility for digital across the business
is expected to sharply drop to 31% in three years.
Distributed technology spending.
The majority of spending (68%) is now coming from
budgets outside of IT’s, a significant increase from 47%
the prior year. In Central and Eastern Europe (73%)
and North America (71%), an even greater share of
spending is happening outside of the CIO’s control.
And just who’s ultimately responsible for investments
also has changed, with the CEO (34%) at the forefront,
followed by the CIO (27%), the CDO (14%), and the
CFO (13%). CIOs in North America and Western
Europe are more likely to be responsible for digital
investment, while in the Middle East it is CDOs.
CIO back to the back office?
Tech investment increasing
outside of IT
Survey, 2014 Digital IQ®
Survey; Bases: 1,988, 1,494
2015: Q: In the last 12 months, what percentage of your organization’s digital enterprise
budget was spent in the following areas?; 2014: In the last 12 months, of all the spending
in your organization on technology, what approximate percentage of it was spent in the
following functions?
Survey; Base: 1,988
Q: Which of the following best describes your CIO’s key responsibilities today?
In three years?
2014 Digital
IQ®
Survey
2015 Digital
IQ®
Survey
Lead IT efforts
and innovation
Lead IT efforts onlyLead all
digital efforts
68% 47%
29%32%
40%
29%
36%35%
Today In three years

We see signs that digital is
creating significant disruption
inside of organizations.

Collectively, these signals tell us
that businesses have raised the
stakes when it comes to digital.
There’s plenty of talk about
disruption, and what it takes to
challenge the status quo. But, in
fact, that’s not where companies
have put their time or money.
Just 1% of executives said their
number-one expectation for digital
was to disrupt their own or other
industries. (When asked to rank
the top-three ways digital will
provide value to the business,
the number rises to 8%.)
Instead, they seek more immediate
returns: 45% say the top priority
is growing revenue; 25% expect
digital to create better customer
experiences, and 12% see it
increasing profits. In short, digital
is a way to grow today’s business,
not necessarily tomorrow’s.
Leaving aside questions of short-
sightedness—for now—we
wondered: Are they succeeding?
Have they focused their efforts in
the most effective way, especially
given the hypercompetitive
environment in which they find
themselves? According to a
recent study by PwC Strategy2
,
executives continue to reiterate
their pursuit of growth, but they
also admit to lacking confidence
in their ability to achieve targets.
Chasing digital value:
what businesses really want
Disruption is top of mind—but
bottom of investment priorities
Survey; Base: 1,988
Q: What value do you expect from your digital enterprise investments? Select the top three in ranked order. First-ranked.
45%
Grow revenue
25%
Create better customer
experiences
12%
Increase profits
5%
Innovate our products
4%
Achieve cost savings
2%
Improve talent retention
and recruitment
2%
Enhance brand and reputation
2%
Improve decision making
through better data analytics
1%
Disrupt our own or other industries
1%
Combat new industry entrants
1%
Other

Digital IQ
10 attributes that
fuel your digital
growth engine

01 02
03 04
05 06
07 08
09 10
Our CEO is a champion for digital. The executives responsible for
digital are involved in setting high-
level business strategy.
Business-aligned digital strategy is
agreed upon and shared at the C-level.
Business and digital strategy are
well communicated enterprise-wide.
We actively engage with external
sources to gather new ideas for
applying emerging technologies.
Digital enterprise investments are made
primarily for competitive advantage.
We effectively utilize all the data we
capture to drive business value.
We proactively evaluate and plan
for security and privacy risks in
digital enterprise projects.
We have a single, multi-year digital
enterprise roadmap that includes
business capabilities and processes as
well as digital and IT components.
We consistently measure outcomes from
our digital technology investments.

77.2
Global average
75.8
76.6
75.6
77.4
77.3
76.6
79.5
77.8
77.6
77.1
Automotive
Healthcare
Energyandmining
Hospitalityandleisure
Entertainment,media
andcommunications
Industrialproducts
Powerandutilities
Financialservices
Retailandconsumer
Technology
Our Digital IQ analysis reveals that despite high confidence in their capabilities, companies fall short in linking
digital to tangible gains. But there is a path forward. Based upon the responses from the nearly 2,000 executives in
our survey, we analyzed more than 25 factors, spanning strategy, innovation, and execution. Ultimately, we isolated
the 10 attributes that correlate with stronger financial performance; collectively these make up our overall Digital
IQ score. Companies with high Digital IQs (those in the top quartile) were twice as likely to achieve rapid revenue
growth and profit growth as the laggards in our study.
Our Digital IQ score provides a consistent way to assess how well organizations are capturing the value they expect
from technology investments—in particular the growth that so many seek. We use Digital IQ as a tool for quantifying
and benchmarking how well positioned companies are to realize returns—as individual organizations, within an
industry, or compared with other peer groups. While the overall score is directionally important, the real strength of
Digital IQ comes when evaluating scores for each of the 10 attributes to identify differences in a company’s digital
understanding, priorities, and gaps.
Survey; Base: 1,988
What’s your Digital IQ?

Sharpen digital strategy—
from the boardroom to the
breakroom
Given the strategic importance of digital, it follows
that four of the 10 Digital IQ attributes fall within the
strategy pillar. The foremost is CEO leadership, which
must be backed up with ownership by the digital
leader and rest of executive team, then the ongoing
engagement with the rest of the organization.

CEOs have disruption on the radar, but
did rest of exec team miss the memo?
Financial value Disruption
54%
16%
CEO
50%
6%
CFO
47%
8%
CIO
54%
4%
COO
67%
3%
CDO
44%
7%
CMO
45%
4%
CTO
Survey; Base: 1,988; Q: What value do you expect from your digital enterprise investments? Select
the top three in ranked order. (Grow revenue, increase profits; disrupt own or other industries; combat new industry entrants.)
01CEO champion
Tracking the relationship between CEO leadership and technology value has been an
area of Digital IQ study since its inception. In fact, we identified a correlation between a
CEO champion and stronger financial performance back in 2007 with our inaugural study.
The CEO is the natural leader as the focus on technology has shifted from operational
efficiency to growth, and the stakeholders and conversations have changed. CEOs have
ambitious expectations for digital, prioritizing disruption much more highly than the rest
of the executive team. Company boards are also more engaged in digital strategy. In our
forthcoming 2015 Annual Corporate Directors’ Survey, due in October 2015, we’ve found
that boards are spending more time discussing technology strategy and issues (especially
cybersecurity). While more directors (25% this year, up from 18% in 2012) now meet with
the company’s CIO at every formal board meeting, this signals an opportunity for CEOs
and their digital leaders to expand the discussion beyond cybersecurity.

02Digital leaders set strategy
CEOs may set the tone and vision for digital, but those responsible for operationalizing
digital, often the CIO or CDO, are instrumental in setting high-level business strategy.
This is especially true in companies where digital leaders are responsible for a
significant share of the business. For some organizations, one effective way to
foster co-development of strategy is through new organizational structures. A global
healthcare company, for example, created a digital council that brings together the
company’s dozen CIOs and CMOs. Instead of tackling issues in their respective
business units, they work together on both digital strategy and execution. To truly be
effective such a council must be collaborative and cross-functional, made up of those
in both IT and business roles.
03Executive team engaged
Beyond the CDO and CIO, the rest of the C-suite must also weigh in on—then buy-in
to—the strategy. Being on the proverbial same-page means there’s greater likelihood
to maximize investments, enabling the organization to identify areas of overlap and
bring to light any resource gaps that could derail efforts. As we’ve seen in the last
several years of our study, productive relationships among the executive team are
essential to maximizing value from investments. This collaboration is especially vital
when it comes to the CIO and CMO. Companies may have their work cut out for
achieving a productive partnership: This relationship is the weakest one of the nine
relationship pairs we track, with 54% rating it as strong; in comparison, a strong
CIO-CEO relationship comes in at 70%.

Digital spending for customer efforts surpasses IT
04Strategy-sharing across the organization
Finally, strategy isn’t complete without engagement by everyone in the organization.
We’ve seen the importance of this simple but powerful practice over the last three years.
While today 69% of companies say that business and digital strategies are shared
enterprise-wide, it hasn’t always been this way. Last year companies put that figure at
55%, and the prior year it was just 50%. Business leaders are often using technology
to help them get the word out and mobilize employees around the strategy. They’re
filming videos, taking to social media, and leveraging smartphones, not only to share
the strategy but to create a dialogue about how it affects their employees.
Survey; Base: 1,988
Q: In the last 12 months, what percentage of your organization’s digital enterprise budget was spent in the following areas?
45%
40%
35%
30%
25%
Africa Asia Central and
Eastern
Europe
Latin
America
Middle
East
North
America
Western
Europe
Other functionsIT Marketing and sales
32%
36%
34%
39%
31%
28%
35%
34%
43%
27%
40%
29%
33%
37%
36%
39%
29%
30%
33%
37%
32%

Accelerate innovation with an
expansive view of sources but a
diligent business focus
While many considerations guide a company’s
innovation strategy for shorter-term growth and longer-
term differentiation, there are two key factors that
inform Digital IQ: looking for innovation in new and
unexplored places, then decisively acting upon those
that are most competitively advantageous.

71% of digital disruptors
continually look for opportunities
to digitize the business, compared
with 63% of other companies.
05Outside-in approach
Top-performing companies take an outside-in approach to innovation, leveraging the
considerable knowledge base of other innovators, such as vendors or customers, to
uncover and apply new ideas for using technology. They’re also more likely to evaluate
many emerging technologies, characterizing their approach to adoption as one that’s
technology-driven (69% vs. 50% for other companies), as opposed to influenced
by the business or vendors. Our analysis also revealed that companies more keenly
focused on business model innovation—the 8% of companies looking to disrupt
their own or other industries—take an even more rigorous outside-in approach. They
have a broad view of innovation and continually look for opportunities to digitize the
business. Seventy-one percent of digital disruptors do this, compared with 63% of
other companies.

06Driven by competitive advantage
Actively engaging and learning from many outside sources creates an opportunity
for market differentiation. With so many potential ideas, you must filter and prioritize
those that hold the most promise for the business. The emerging technologies that
land on each company’s short-list will vary widely, but those that executives see as
being most strategically important in three to five years are cybersecurity, data mining
and analysis, data visualization, digital delivery, and private cloud. We also see less
mainstream choices like NoSQL databases, sensors for instrumenting the business,
and enterprise wearables as important bets for competitiveness.3
Tech advances most influence
emerging technology adoption
Survey; Base: 1,988
Q: How do you characterize your approach to adopting new and emerging technologies?
100%
75%
50%
25%
0%
Technology driven Business driven Vendor driven
TechnologyRetail and
consumer
Power
and
utilities
Industrial
products
Hospitality
and leisure
HealthcareFinancial
services
Entertainment,
media, and
communications
Energy
and
mining
Automotive

Amp up execution with
critical capabilities and
a digital roadmap
While a company’s capabilities must be in lock-step with
its business strategy, and will be just as distinctive, two
capabilities are integral to Digital IQ: how you utilize data
and how you act upon cybersecurity and privacy are both
considered competitive necessities. Additionally, strong
Digital IQ is also tied to having a multi-year digital roadmap
and a way to consistently measure progress on the journey.

07Effective use of business data
Getting value out of the data you capture often means using it to guide strategic
decisions like how to grow the business or whether to collaborate with competitors. And
executives admit it’s a real challenge in their organizations. More than challenges with
capturing data, they cite behavioral and skills barriers, such as understanding which
data to use and how it benefits their role, nearly as much as issues with data quality or
accuracy.4
Top-performing companies see more potential in making use of their data
than lower-performing ones. They see the most promise in third-party data (78%), cloud
application data (70%), social media data (69%), and location-aware data (64%).
08Proactive cybersecurity
Keeping pace with security and privacy issues is another ongoing challenge, and one
that all companies contend with in their ecosystems. As they add new technologies,
customers, partners, devices, and data, there are ever more interdependencies and
risks to address. That’s the baseline today. What’s different when it comes to Digital
IQ is the level of proactivity. Businesses need to consistently think about how their
cybersecurity strategies can help build brand, competitive advantage, and shareholder
value. Top-performing companies are more likely to proactively evaluate and plan for
security and privacy in digital enterprise projects. They also feel more prepared to
manage these risks (80%), compared with lower performers (64%). One way leading
companies do this is by routinely including risk managers and security leaders in
conversations about new product and service development, especially those taking
advantage of emerging technologies like the Internet of Things.

09Digital roadmap
Rallying the business around a single, multi-year roadmap is another key practice that
we’ve been tracking since the inception of Digital IQ. It’s crucial to have the longer term
strategic plan at the forefront to help balance the more tactical, year-to-year priorities
that always arise in the annual planning and budgeting process. Here, we’ve seen
progress bottom out as digital has become more pervasive in the enterprise while at
the same time also more fragmented. Today, 53% of companies have a comprehensive
roadmap that includes business capabilities and processes, as well as digital and IT
components. Four years ago that figure was at 63%. The skills piece of the roadmap is
a serious challenge for many companies. Just 55% of executives said their organization
had all the technology skills needed to deliver on their enterprise vision.
Where are we headed? Businesses often
lack a cohesive digital roadmap
Survey; Base: 1,988
Q: To what extent do you agree with the following statements about your operating model? We have a single, multi-year
digital enterprise roadmap that includes business capabilities and processes as well as digital and IT components.
60%
45%
30%
15%
0%
Africa Asia Central and
Eastern
Europe
Western
Europe
Latin
America
Middle East North
America
44%
59%
47%
50%
54%
9%
57%

10Consistent measurement
Business leaders demand to see the value they’re achieving from digital investments.
Top-performing companies lead lower-performing ones here again (79% vs. 72%).
Demonstrating this requires a combination of traditional metrics (like ROI) to track
against growth goals, as well as newer ones for measuring more disruptive investments.
Boards, in particular, are taking a strong interest here. They’re expanding their focus
from solely risk-based metrics to more broad-based “cybermetrics,” homing in on the
10 to 15 most meaningful for the company, such as trends identified as a result of data
capture activities impacting company strategy.5
Tech skills one of biggest barriers
to reaching digital goals
Survey; Base: 1,988
Q: To what extent do you agree with the following statements about organization and
skills? We have all the technology skills we need to execute our digital enterprise vision.
65%
60%
55%
50%
45%
TechnologyRetail and
consumer
Power
and
utilities
Industrial
products
Hospitality
and leisure
HealthcareFinancial
services
Entertainment,
media, and
communications
Energy
and
mining
Automotive
59%
47%
55%
57%
55%
61%
57%
52%
54%
63%

Businesses have fully embraced digital, and they
expect their investments to drive growth and create
competitive advantage. Our Digital IQ analysis of
nearly 2,000 executives demonstrates that the goal
is attainable—if business leaders take a systematic
approach to their efforts. First, get a personal baseline
of where you think your organization stands with our
Digital IQ assessment. Then, consider these next steps:
1. Dig in to your Digital IQ.
Take the assessment with your business and IT
leadership team. We recently conducted a customized
Digital IQ benchmark of 125 global leaders of a large
industrial company. While their Digital IQ score was
quite strong, exploring each of the 10 attributes revealed
that they were significantly behind in the way they
communicate and develop a shared digital vision.
2. Conduct a digital strategy workshop.
Use the session to evaluate the areas for improvement
surfaced by your survey of company leaders. Also
discuss and develop a shared perspective on the:
§§ role of digital investments
§§ leadership and organizational roles needed to
drive digital, including responsibilities of the
CDO, CIO, CMO, and other key executives
§§ other internal disruptions that are occurring
but aren’t being directly addressed, such as
the organization’s increasingly distributed
but uncoordinated technology spending
3. Start a digital dialogue.
Consider an enterprise-wide Digital IQ benchmark
to serve as a way to begin engaging around digital
strategy with the full organization. Also think about
how to use technology—video, internal social media,
and mobile—to continue the digital conversation.
4. Develop a disruption strategy.
Create an explicit strategy and approach regarding
disruption. We are working with an energy company
with a strong desire to apply digital technologies
to reinvent their business years into the future.
However, when asked to articulate the attributes
of such a future business, they gravitated back to
more incremental goals, such as getting value from
all of the data they collect and improved operational
efficiencies, which are important but not disruptive.
5. Expand your ecosystems.
You can’t excel at digital growth, disrupt markets, or keep
up with tech talent alone. Digital innovation is emerging
from places your organization doesn’t likely frequent, such
as startup incubators, university labs, open source projects,
and maker communities. Now is the time to seek out and
experiment with an expanded set of the right relationships
to keep your ideas and skills fresh and flowing.
Find out your company’s Digital IQ
at www.pwc.com/digitaliq
Next steps for raising your Digital IQ

Global survey respondent breakdown
29%
North America
14%
Latin America
4%
Middle East
and Africa
7%
Central and Eastern
Europe
24%
Western Europe
22%
Asia
We’ve been conducting Digital IQ since 2007 and this year marks our seventh annual survey of
business and IT executives globally. This year’s survey was conducted July through September
2015 and included 1,988 respondents from 51 countries. Responses were aggregated into
7 regions and 10 industries. Respondents were evenly divided between IT and business leaders.
Reflective of the distribution of respondents globally, 21% work in organizations with revenues
of $1 billion or greater and 52% have revenues between $500 million and $1 billion.
About PwC’s Digital IQ research
End notes
1 PwC, 18th Annual Global CEO Survey, January 2015.
2 Strategy, 2015 Growth Survey, June 2015.
3 PwC, Digital IQ: Three surprising digital bets, January 2015.
4 PwC, Global Data Analytics Survey 2014: Big Decisions™, September 2014.
5 PwC, Achieving excellence—Cybermetrics: what directors need to
know (Audit Committee Excellence Series), September 2015.

© 2015 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal
entity. Please see www.pwc.com/structure for further details. Digital IQ® is a trademark of PricewaterhouseCoopers LLP US.
PwC helps organisations and individuals create the value they’re looking for. We’re a network of firms in 157 countries with more than
195,000 people who are committed to delivering quality in assurance, tax and advisory services. Find out more and tell us what matters to
you by visiting us at www.pwc.com.
PricewaterhouseCoopers has exercised reasonable care in the collecting, processing, and reporting of this information but has not
independently verified, validated, or audited the data to verify the accuracy or completeness of the information. PricewaterhouseCoopers
gives no express or implied warranties, including but not limited to any warranties of merchantability or fitness for a particular purpose or
use and shall not be liable to any entity or person using this document, or have any liability with respect to this document. This report is for
general purposes only, and is not a substitute for consultation with professional advisors.
78677-2016 LL
www.pwc.com/digitalIQ
To have a deeper conversation about Digital IQ:
Authors Contacts
Chris Curran
Chief Technologist
Tel: +1 214 754 5055
chris.curran@pwc.com
Tom Puthiyamadam
Global Digital Services Leader
Tel: +1 646 471 1490
tomp@pwc.com
John Sviokla
Head of Global Thought Leadership
Tel: +1 617 530 5359
john.sviokla@pwc.com
Gerard Verweij
Technology Consulting Leader
Tel: +1 617 530 7015
gerard.verweij@pwc.com
Olaf Acker
Partner, Strategy
Tel: +49 170 2238 453
olaf.acker@strategyand.de.pwc.com
Dr. Rainer Bernnat
Partner, Strategy
Tel: +49 69 97167 414
rainer.bernnat@strategyand.de.pwc.com
David Clarke
Chief Experience Officer,
US Digital Services
Tel: +1 786 552 3211
clarke@pwc.com
Mike Cooke
Principal, Strategy
Tel: +1 312 578 4639
mike.cooke@pwc.com
Dan DiFilippo
Global and US Data
and Analytics Leader
Tel: +1 646 471 8426
dan.difilippo@pwc.com
David L Edelheit
Technology Consulting Leader,
Asia Pacific
Tel: +65 6236 4008
david.l.edelheit@sg.pwc.com
Matt Egol
Chief Strategy Officer,
Digital Services, Strategy
Tel: +1 212 551 6716
matthew.egol@pwc.com
Andrea Fishman
Principal
Tel: +1 773 598 4401
andrea.fishman@pwc.com
John Riccio
Digital Services Leader, Australia
Tel: +61 3 8603 4968
john.riccio@au.pwc.com

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