## 5 Analysis and Discussion of the Results  
The characterization of the organization (Part 1 of the questionnaire) is very succinct given the limitation imposed by the General Data Protection Regulation (GDPR). As a result of the four questions in this section relating to the characterization of the organization, we only had access to the answers to two of them? : A2 (\"What role do you play in the organization?\") and A4 (\"What is the general feeling of your organization when it comes to technological disruption?\"). In relation to the role that the respondents play in the organization (question A2) to highlight the high percentage of senior executive/manager (54.6%) as well as 15.6% of CIO. Question A4 (\"What is the general feeling of your organization when it comes to technological disruption?\"), for which they can chose one of four options, we find that the most chosen option was \"Provides new opportunities to improve business\" (61%), the other options being of little relevance \"Helps in the conquest of new markets\" (18.2%) and \"Represents a threat to the survival of the organization\" (6.5%). Finally, we should point out, the worrisome percentage (14.3%), for the option that states, \"Eventually the organization will adapt\". In Part 2 \"Organization characterization regarding digital transformation, at present\" we have nine questions (B1 to B9). The first three questions, B1 (\"The organization has explored how Digital Transformation impacts suppliers, distributors and other partners\"), B2 (\"The organization's leadership has considered the costs, savings and return on investment associated with Digital Transformation\") and B3 (\"The organization has, a plan, or strategy, to implement Digital Transformation\") use a five-point Likert scale ranging from: \"Strongly disagree\" (1) to \"Strongly Agree\" (5). We found that the percentage of respondents who agree/strongly agree on all these issues varies between 62% and 69%, a result that is expected in some way, taking into account the leadership functions performed by the respondents in their respective organizations. It should also be pointed out that around 20% of responses are neutral. Given the high percentage of respondents who said they agreed with questions B1 and B3, we found it of interest to assess how well those views were aligned. For this, we calculated the Spearman's ordinal correlation, having obtained a strong positive correlation (\(r_{s}\) = 0.631) and significant at 0.01 level, which reveals that those who most agree that the organization has explored how DT impacts suppliers' distributors and other partners are also those who most agree that the organization has, a plan, or strategy, to implement DT. Questions B4 (\"What is the most important goal of the Digital Transformation strategy in your organization?\"), B5 (\"Who leads the Digital Transformation initiative in your organization?\"), B6 (\"What are the main factors that currently help your organization implement Digital Transformation?\") and B7 (\"What are the biggest obstacles that prevent your organization from implementing Digital Transformation?\") are on a nominal scale and the respondents could choose one or more options. In relation to question B4, according to the role that the respondent play in the organization, the main conclusions were: for CEOs and Senior managers the most important goal of DT's strategy is \"Modernize legacy IT Systems/processes and reduce costs\" (60% and 47.6% respectively); for CIO's and Senior executive, the goal most pointed out to was reach and engage with customers more effectively (50% and 64.7% respectively). Finally, the high percentage (66.7%) attributed by the General Manager to the \"Achieve better visibility to the business and increasing the income\" goal should be highlighted. Although there are organizations in which the new role of CDO begins to emerge at the level of the organization's management, in the sample of Portuguese organizations under study, no respondents with this role were found.