## 5 Analysis and Discussion of the Results
When questioned regarding the main factors that help (_h) implementation of DT (question B6), the \"Leadership Vision\" (Leadership_h) factor pointed out by 64.9% of the organizations, stands out significantly. It can also highlight the \"Culture of the organization\" (Culture_h) (48.1%) and the \"Technological partners\" (Tec_partners_h) (40.3%) as relevant indicators. The low result (27.3%), which was surprising to us, regarding the indicator \"Collaborators with knowledge\" (Competences_h) it should also be mentioned. The most referenced obstacles (_o) that prevent organization from implement DT (question B7), with approximately equal percentages are the, \"Culture of the organization\" (Culture_o) and \"Inadequate budgets\" (Budget_o) with the values, 42.9% and 40.3%, respectively. In view of these results, it is important to discover and analyze, in respect of these interrelated questions (B6 and B7) which indicators/obstacles (variables) that facilitate or disrupt DT implementation. For this and using exploratory technique EFA to determine the structural relationships that link the factors to the variables, we apply the principal components method followed by a Varimax rotation for extraction (the one that produced a more interpretable solution). This analysis produced scores that summarize the information present in the multiple indicators/obstacles in a reduced number of factors. Table 1 presents the factorial weights of each indicator/obstacle in the 3 retained factors ([PERSON]'s criterion and Scree plot criteria). Factorial weights higher than 0.4 in absolute value are highlighted in bold. The first factor has high factorial weights in \"Culture_h\", \"Culture_o\", and \"Budgets_o\". The second factor has high factorial weights in \"Tec_partners_h\", \"Leadership_h\", and \"Leadership_o\". Finally, the third factor has a high factorial weight in \"Budget_h\" and moderate in \"Budgets_o\". Thus, the first factor can be designated as \"Culture of the organization\", the'second' as \"Vision of leadership\" and, finally, the third factor can be called \"Budget\". Table 1 and Figure 2 together allow us to obtain in detail the conclusions that follow. In Factor 1 (\"Culture of the organization\"), culture of the organization is a very important indicator to implement the DT in the organization and its shortage works as one of the biggest obstacles that prevent the organization from implementing DT. In this factor, it is also worth noting, the important weight of the inadequate budget as an obstacle. In Factor 2 (\"Leadership Vision\"), refers to being confused about what to do is a more significant obstacle to implementing the DT in the organization than \begin{table}
\begin{tabular}{l c c c} \hline \hline
**Components** & **1** & **2** & **3** \\ \hline Culture\_h & **0.840** & 0.071 & 0.082 \\ Support\_h & 0.105 & 0.156 & 0.191 \\ Tec\_partners\_h & \(-\)0.232 & \(\mathbf{-0.606}\) & 0.056 \\ Budget\_h & \(-\)0.026 & \(-\)0.090 & \(\mathbf{0.887}\) \\ Competences\_h & 0.144 & 0.224 & 0.305 \\ Leadership\_h & 0.085 & \(\mathbf{0.500}\) & 0.398 \\ Culture\_o & \(\mathbf{-0.833}\) & 0.074 & \(-\)0.073 \\ Resistance\_o & \(-\)0.032 & \(-\)0.005 & 0.031 \\ Tec\_partners\_o & 0.138 & 0.352 & 0.097 \\ Budgets\_o & \(\mathbf{0.685}\) & 0.048 & \(\mathbf{-0.425}\) \\ Competences\_o & 0.061 & 0.124 & 0.067 \\ Leadership\_o & 0.204 & \(\mathbf{-0.772}\) & 0.129 \\ \hline \hline \end{tabular}
\end{table} 
Table 1: Features Rotated component matrix. a strong vision of leadership. On the other hand, respondents who think it is more important to have a vision of leadership as an aid to the implementation of DT, are the ones that least value the existence of technological partners. Finally, Factor 3 (\"Budget\") shows that for the respondents, it is very important for the organization to have an adequate budget, as support in the implementation of the DT. Interestingly, the shortage of budget, although relevant, does not have as much weight when considered as an obstacle.