Understanding the 93-7 Split
In a striking critique of modern corporate priorities, Deloitte’s chief technology officer highlighted a when-and-where-to-invest dilemma that many organizations overlook: the 93-7 split. In essence, executives pour vast sums into technology—models, chips, software—while allocating a smaller fraction to the people who actually use and run these systems. The argument is not that tech investment is unnecessary, but that neglecting the human element creates brittle, unsustainable outcomes.
Companies are tempted to chase the latest gadgetry and infrastructure, assuming that sophisticated tech will automatically translate into better performance. Yet the human side of the equation—culture, learning, collaboration, and leadership—acts as the governing force that determines whether powerful tools produce real value.
The Risk of a Tech-First Mentality
A heavy focus on technology without proportionate attention to people can lead to several problems: misaligned goals, ineffective workflows, poor adoption of new systems, and higher turnover among employees who feel overwhelmed or undervalued. When engineers design a platform in a vacuum, the result can be a product that is technically impressive but practically unusable for teams that must operate it daily.
Technology is not a standalone solution. It’s a force multiplier for human capability. If you fail to align your people with the technology you deploy, you miss the opportunity to create lasting competitive advantage. This means re-imagining how teams are formed, how decisions are made, and how learning happens at every level of the organization.
What a Balanced Approach Looks Like
Rebalancing the 93-7 split starts with a clear strategy that places people, processes, and culture at the heart of digital transformation. Here are actionable steps companies can take:
- Culture as the foundation: Define shared values and operating norms that guide how teams collaborate with technology. Culture should enable experimentation, not merely tolerate it.
- Workflow redesign: Map end-to-end processes to identify friction points and ensure new tools actually streamline work rather than add layers of complexity.
- Learning and development: Invest in ongoing training, mentoring, and hands-on practice to accelerate adoption and unlock the full potential of new tech.
- People-first governance: Establish decision rights that empower frontline teams to influence technology choices, ensuring practical relevance and quicker feedback loops.
- Measurable outcomes: Tie technology investments to concrete human and business outcomes—reduced cycle times, improved customer experience, and higher employee satisfaction scores.
The Role of Leadership in Rebalancing
Leaders set the tone for how technology and people co-evolve. A genuine commitment to people-centered transformation requires structural changes—such as cross-functional product teams, continuous feedback mechanisms, and a culture of psychological safety. When leaders demonstrate that people are as important as the tech, teams become more innovative, adaptable, and resilient in the face of disruption.
Additionally, governance around data, security, and privacy must be integrated with human-centric policies. Tech choices should reflect not just what’s possible, but what’s prudent and humane for employees and customers alike.
Why this Matters for Competitiveness
Organizations that balance tech with people capabilities tend to outperform peers in both efficiency and innovation. A workforce that understands the technology, trusts the process, and collaborates effectively creates a virtuous cycle: tools enable smarter work, which generates better data, which in turn enables smarter decisions.
As the pace of digital change accelerates, the 93-7 critique serves as a timely reminder: technology is a means, not an end. The end is a more capable, motivated, and aligned organization that can adapt to changing markets and customer needs.
Concluding Thoughts
The call to rebalance the investment pie—from predominantly tech to people and processes—offers a pragmatic path forward. By prioritizing culture, workflow, and continuous learning, organizations can ensure that their tech investments deliver sustainable value rather than momentary efficiency sprints. The result is resilient transformation that benefits employees, customers, and shareholders alike.
