Digital Maturity Assessment

Posted on August 9, 2018
Digital Maturity Assessment

The purpose of this assessment is to help organizations identify the level of maturity and sophistication of digital adoption and understanding within the business. There are 5 core areas addressed by this assessment: Governance & Leadership, People & Culture, Capacity & Capability, Innovation, and Technology.

Using the stages of the digital maturity model, we consider the characteristics of a company during each stage in the core area. By reviewing the assessment, you will be better able to bridge the gap and move your organization forward with digital transformation.

Governance & Leadership

The executive support, authorization, and reporting processes and detailing of roles and responsibilities.

Business as Usual

  • Executive leadership offers minimal support for digital solutions or strategy.
  • A website exists, but there is no digital strategy to enhance it.
  • The digital value proposition is not understood or developed.
  • Digital opportunities are not well defined or understood.
  • Digital projects tend to be ad hoc and initiated by internal groups or individuals.
  • Executives have not supported an active social media presence.

Present & Active

  • Executives begin to acknowledge the value proposition.
  • Leaders begin to explore the impact of emerging technology on the business.
  • Some departments begin to collaborate with other departments to improve service delivery.
  • Social media serves as a minor tool, but it is still een as more of a risk than an opportunity.

Formalized

  • A digital strategy is in place.
  • Roles and responsibilities for delivering on the digital strategy are unclear.
  • Leaders see the benefit of a clear digital strategy and digital tools.
  • Departments begin to collaborate on specific components of the digital strategy.
  • The focus is on customer needs and how technology can help meet the demands.
  • Agents are afforded opportunities to engage proactively.
  • The benefits of social media are understood, and social media activity is high.

Strategic

  • Roles and responsibilities for delivering digital outcomes are clear and understood.
  • The benefits of a digital strategy are well-defined and understood.
  • Strategic partnerships are formed across departments.
  • KPIs and benefits to the customer are defined.
  • The customer is the center of the digital strategy.
  • Agents are encouraged to use digital tools to enhance the customer experience.

Converged

  • The digital strategy integrates into departmental planning processes and influences overall organizational direction.
  • The benefits of digital transformation are well-defined, understood, and drive all digital activity.
  • KPIs and benefits to the business and customers are understood, monitored, and measured.
  • There is a seamless customer experience across all channels.
  • New departments take part in the strategic collaboration using multiple channels.

Innovative & Adaptive

  • Digital strategy is embedded in and indistinguishable from the organization’s vision and strategy.
  • Executives understand and fully embrace digital channels, leading by example.
  • New services and products are born from digital innovation.
  • Non-digital services and products are redesigned and reborn as digital.
  • Digital services and channels drive the organizational structure and reporting.

People & Culture

The organization’s culture, including customer experience, innovation, risk appetite, and change management.

Business as Usual

  • There is a bottom-up approach to digital solutions.
  • The organization has little or no appetite for digital service delivery.
  • The organizational culture is risk-averse and resistant to change.
  • The primary focus is on the product as opposed to the customers.
  • Staff is discouraged from using social media to promote the brand or work.

Present & Active

  • A small number of staff members are engaged in digital projects.
  • Some departments begin to explore digital opportunities.
  • Fear of risk is inhibiting change.
  • Social media engagement is limited to listening.
  • Collaborative practices and tools are unveiled.

Formalized

  • A collaborative digital strategy is developed and embraced by critical departments.
  • The digital transformation is led by a single (or couple) departments.
  • Staff members understand the benefits and opportunities fostered by digital integration.
  • The focus shifts to customers and how digital solutions could better meet their needs.
  • A change management strategy is developing.

Strategic

  • All staff members embrace the digital strategy.
  • The digital team is embedded within the organizational structure.
  • A strong customer focus is adopted.
  • A digital transformation change management strategy is implemented.

Converged

  • The staff drives cultural change.
  • The customer-focused culture grows and continually improves.
  • Organizational structure organizes in teams around customers rather than the organization’s products.
  • Staff members work to redefine roles and KPIs in line with the digital strategy and organizational KPIs.

Innovative & Adaptive

  • All staff are digital savvy and empowered to create change, making the digital team obsolete.
  • Digital culture is a part of the organizational culture and is continuously monitored, improved, and refined.
  • Customer and staff feedback is encouraged and made public, and lessons learned are quickly applied to new processes or tools.
  • Staff members proactively explore and create ways to improve the digital customer experience, service delivery, and internal productivity.

Capacity and Capability

The ability to be digitally mature. Resources, staff roles and skill sets, access to technology, training, and support policies.

Business as Usual

  • There is little no attempt to develop digital policies and procedures.
  • Little or no budget is allocated for digital solutions.
  • Staff members have limited or no access to the web and social media at work.
  • There is training for staff on the use of digital tools or channels.
  • There is no attempt to redesign service delivery to leverage digital tools.

Present & Active

  • Some digital processes are developed and documented.
  • There is a desire to define digital capabilities.
  • Awareness of the digital channel benefits for staff and customers is limited.
  • Risks and challenges of digital engagement are not identified.
  • Some staff training on digital channels and social media is provided.

Formalized

  • Vital digital policies and procedures are defined.
  • Digital transformation is prioritized.
  • A digital budget has been allocated.
  • Staff productivity gains are realized, and more are sought.
  • Greater staff training needs are discovered.

Strategic

  • Critical digital policies and procedures have been developed and implemented.
  • Digital policies and procedures are audited and improved.
  • An appropriate digital budget is allocated to meet current needs.
  • Staff productivity gains are measured.
  • Tools generate the anticipated ROI.
  • A staff training regime improves online presence and service delivery.

Converged

  • All digital policies and procedures have been identified, developed, and implemented.
  • Staff members receive the resources and training to fulfill their roles and responsibilities for the digital strategy.
  • Digital transformation is fully integrated into organizational plans and the business review cycle.
  • All digital resources and staff member training opportunities are focused on meeting and managing the needs of customers.

Innovative & Adaptive

  • All digital policies and procedures are core to everyday business activity.
  • Policies and procedures are regularly reviewed and optimized.
  • Staff members receive training that supports the digital strategy and anticipates future skills and knowledge requirements.
  • Resources and budgets are appropriate for fully supporting the digital channels and service delivery.
  • Staff are empowered and have the resources to anticipate and respond to new technologies and digital innovation.

Innovation

The willingness and ability to imagine new services and products and new ways of service delivery, including the desire to proactively assess and implement new technologies, business processes, and workplaces.

Business as Usual

  • There is no attempt to consider how digital solutions benefit the organization and customers.
  • Employees do not experiment or query the current methods of service delivery or consider better ways of engaging with customers.
  • The culture fosters a deep fear of failure.

Present and Active

  • Easy-to-implement and cost-effective business processes are being digitized.
  • Digital projects remain focused on the organization.
  • Consideration is being given to leveraging digital solutions to improve service delivery methods.

Formalized

  • Some business practices are being reviewed for conversion to digital channels.
  • The potential for digital solutions to create new ways of engaging with customers and delivering services is explored.
  • Digital projects are formed.
  • Digital channels are used to create relationships with some customers.

Strategic

  • All business practices are being reviewed and prioritized for digital conversion.
  • Early experimentation has begun for some digital projects.
  • Customer relationships are being built using digital channels.

Converged

  • Customer needs drive innovation in service delivery, products, and engagements.
  • Experimentation is encouraged across all channels.
  • New methods of developing digital services are appropriate to the dynamic nature of the web.

Innovative & Adaptive

  • The entire organization is dedicated to using digital solutions to redefine the customer experience and generate new benefits.
  • Management practices and organizational structures align with the digital organization and goals.
  • It is common practice for empowered employees to imagine future needs and technology and explore or experiment with methods and solutions.

Technology

The suitability of the underlying technology platforms, programs, and systems that support the other 4 pillars.

Business as Usual

  • IT is not committed to enhancing the digital channel and solutions.
  • There is not a well-defined IT strategy.
  • Digital channels are not integrated with business processes or systems.
  • The IT strategy and communication strategy are not aligned.

Present & Active

  • The digital strategy receives basic IT support.
  • IT solutions for the department are valued more than digital channels designed to meet customer needs.
  • There is a minor amount of integration of the digital channels with business processes, systems, and communication.

Formalized

  • IT strategy and systems are aligned with the digital strategy.
  • The IT unit is focused on digital channel delivery and enhancing the benefits of the digital strategy.
  • There is greater integration of IT systems that assist with the development of connected services and customer interfaces.
  • IT systems and solutions comply with best practices in security and business continuity.

Strategic

  • IT departments play a crucial role in shaping the evolving digital strategy.
  • IT advocates for focusing on the customer experience and is a leader in the implementation of the digital strategy.
  • The IT team are empowered to discover new technology solutions designed to enhance the customer experience.

Converged

  • The IT team enhances the delivery of digital services and the time to innovation.
  • The IT team provides input to ensure digital services are responsive to customer devices and comply with accessibility standards.
  • The IT team provides proactive input for digital projects and business plans.
  • The IT team is skillful in training and supporting other staff in their use of digital solutions, tools, and devices.

Innovative & Adaptive

  • IT strategy is aligned with the organizational vision and strategy.
  • The IT team continually optimizes digital service delivery to produce the desired benefits.
  • New digital channels and customer demands drive business processes and IT systems.
  • A feedback loop exists and allows for constant optimization of IT processes and digital tools.

To learn more about digital transformation, review You Digital Transformation Roadmap.

Download the Digital Transformation Roadmap 

This entry was posted in customer experience, technology, today's customers, customer engagement, digital transformation

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