World-class IT organizations are dramatically more effective than their peers at enabling the digital transformation that is at the heart of most business strategies today, according to new research from The Hackett Group, Inc. (NASDAQ:HCKT). This ability plays a key role in how world-class IT organizations enable greater efficiency, agility and improved competitive advantage across the enterprise, The Hackett Group found. At the same time, world-class IT organizations also spend significantly less on IT operations than typical companies. The Hackett Group's research details four imperatives for companies seeking to achieve world-class IT performance in the digital era: reallocate resources from transactional focus to value-adding; embrace digital transformation; lead the organization on the information and analytics transformation journey; and adopt customer-centric service design and delivery principles. The research, "Four Imperatives for Creating IT Agility in a Digital Age," is available on a complimentary basis with registration at this link: http://bit.ly/2bv8WdG. World-class IT organizations are those that achieve top-quartile performance in both efficiency and effectiveness across an array of weighted metrics in The Hackett Group's comprehensive benchmark. World-class IT organizations spend 21 percent less per end user than typical companies, and rely on 8 percent fewer staff, according to The Hackett Group's research, driving annual savings of as much as $41 million (for a company with $10 billion in revenue). They also allocate resources by project life cycle phase very differently than their peers, diverting resources from basic "run the business" activities in order to fund delivery of new, often client-facing systems of strategic importance to the enterprise. World-class IT organizations dedicate a significantly lower portion of their process costs, comprised of labor and outsourcing, to "run" activities (53 percent of budget versus 60 percent for typical companies) and a larger percentage of process costs are committed to "build" efforts (43 percent versus 32 percent). Staffing mix is similarly oriented, with a greater percentage of staff dedicated to "build" and fewer to "run" activities.