Meet the Continuum Competitors We call these organizations Continuum Continuum Competitors are: Competitors because they are using the • Two to three times more likely to innovate and cloud not just as a single, static destination, re-engineer knowledge work but as a future operating model. • Achieving between 1.2x (North America) to 吀栀ey’re transforming how they interact 2.7x (Europe) greater cost reduction than with customers, partners and employees; migration players how they make and market their products, • Up to three times more likely to use the cloud for services and experiences; how they build at least two sustainability goals, such as using and operate their IT systems; and they’re green energy sources, architecting for lower power reimagining the role of data and compute. consumption and utilizing servers better for a lower energy footprint Critically, this approach allows them to outpace their peers on many fronts. They also aim to achieve more operational and 昀椀nancial goals, targeting up to 50 percent more business measures such as increasing customers and going to market faster than their peers. Our complementary research on technology Leaders and Laggards documents a similar digital achievement gap. While technology Leaders were growing revenue at 2X that of Laggards in the years before the pandemic, they have Ever–ready for every opportunity grown at 5X that of Laggards in the past three years. For 7 more see Make the Leap, Take the Lead