42% of CEOs are now taking a digital-first approach to business change or taking digital to the core of their business model, according to Gartner’s 2017 CEO survey.
To fund digital initiatives, the report indicated that the largest bulk of money comes from self-funding rather than existing budgets as they see the primary purpose of digital initiatives to win revenue rather than to save costs.
"Transformation requires commitment, leadership, strategy, technology, innovation and importantly, money," says Andy Rowsell-Jones, vice president and analyst at Gartner.
"This year and next are likely to be the optimal timing points of overlap between the business cycle and the tide of digital business change."
"In two years' time, the rising cost of capital could make strategic investment more expensive, and playing digital catch-up is harder."
Gartner has identified the top ten ways to fund your shift to digital business as:
This will only work for short-term projects to gain immediate revenue returns, such as for digital marketing campaigns or price-elevating digital product features.
This approach needs clear revenue attribution and is good for continuous, incremental growth, but will not work for disruptive market change.
It can work for relatively superficial digital business change over two to three years, if budgets are healthy, already generous and need trimming.
It is not good for rapid transformation as it might throttle existing business.
Reserves are the part of profit set aside for internal reinvestment to help the business in tough times, which digital disruption and market loss might fit under.
If reserves are healthy, it might accelerate digital transformation with low financial impact on current operations.
This option requires a very clear understanding of how digital business growth will substitute heritage business slowdown.
It is useful if digital business is recognisable and deliverable in the same corporate structure to the same customer base, but not appropriate for adjacency moves or radical industry reinvention.
Relevant to deep, multiyear strategic change, requiring clear and careful explanation to investors.
It may be easier if a disruptive, threatening competitor makes the transformation need more obvious to all, or for private or family-held companies with long-term planning horizons and fewer owners to convince.
If digital transformation requires heavy, multiyear investment, fresh capital may need to be raised. Smaller companies with faster growth rates can raise equity capital from investors by issuing more shares.
Larger mature companies with strong reputations can raise debt capital by issuing more corporate bonds.
Loan capital is typically shorter term, more tactically arranged and helps bridge gaps arising from digital transformation.
It is usually only available for conventionally describable, measured risk situations, rather than for speculative entrepreneurial action or situations of industry reinvention.
Another option is to place all or part of the new digital product, service or activity in a separate company shell with investors, benefiting "risky" or "unusual" experiments.
This is useful for "farming" digital ecosystems and startups by working with VCs and incubators as co-founders, as well as for industry consortiums.
When digital disruption is serious in an industry, one strategy can be to sell legacy business units early to buyers that are happy to run them in their declining years.
The capital receipts from divestitures can then be used to help fund the growing new digital business ventures and revenue streams.
Some assets that were useful in the past but have less relevance in digital business may have a market value to others. Cycling out old physical assets to pay for digital growth can work where "dematerialisation" is in play.
388 CEOs and business leader were surveyed worldwide Gartner’s 2017 CEO survey with the majority of respondents from organization with annual revenue of $1 billion.