We show which shifts are mature and already adopted at scale today, which are emerging and primarily adopted by leaders, and which are still experimental for all or most organizations. We also suggest who in an organization should be thinking about each of these 42 shifts: the board, when the shift has massive business implications, such as disrupting or enabling new business models; the CIO, when the shift impacts technology strategy; or the engineers, when the shift involves technology implementation. For each shift, we include a matrix showing the shift’s relative impact, from lighter blue (lower impact) to darker blue (higher impact), based on the shift’s maturity level and its primary owner.
