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Digital transformation maturity self assessment
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1. Customer Engagement
1.1. The customer experience is personalized based on past digital navigations, history and interactions with the organization
Customers can be addressed by name based on a number of different identifiers
Customers can be addressed by name based on a single identifier without need for repetition
A Customer's digital history is available across the organization to ensure a personalized, relevant customer interaction in some channels
A Customer's navigation history is available across the organization to ensure personalized, relevant customer interaction in all channels
A Customer's digital navigation history is available across the organization to customize interactions based on current digital behavior
1.2. Targeted and relevant customer content is delivered through sophisticated analysis and marketing techniques
Content is delivered to customers because of new segment(s) they belong to
Metadata for each customer is stored, processed offline and pushed to individuals on pre-defined digital channels (for example "next-best …")
Metadata for each customer is stored, processed in a semi-automated way and pushed to individuals on customer pre-selected digital channels
Metadata is stored, processed in a predominantly automated way and pulled by individuals on customer pre-selected digital channels
Automated predictive processing of metadata pre-empts moves in customer lifecycle, interacting on preferred and likely-to-be preferred channels
1.3. The organization makes it easy for customers to personalize their experience themselves across multiple digital channels and devices
Personalizations on web portals are limited to stand-alone profiles. Customizations are lost post software upgrade
Profiles are common across portals which rely on initial data entry and can be linked to other profiles (for example social media)
Initial data entry is captured on first digital channel for new customers and propagated to other pre-defined channels post registration
Initial data entry is captured on first digital channel for new customers and propagated to all other customer pre-selected channels
Personalization changes propagated in a federated manner to all existing multiplay channels and available by default for future channels
1.4. A range of digital tools are provided for customers to personalize their experience
Personalization on web and mobile portals are limited to text and image changes
Personalization on web and mobile portals includes video capture and static links to social media profiles
Personalization on web and mobile portals includes sharing function and dynamic links to preferred default main profile
Personalization includes sharing profile function with pre-defined set of security levels for third party access
Personalization includes sharing profile function with customer-defined security levels with metadata visibility for third party access
1.5. The organization makes it easy or seamless for the customer to interact or do business, using different methods online or on mobile
Communications are clear but experience across some channels is disconnected with the need for re-entering or re-communicating data
A single means of access is provided across some channels and customer history is pre-provided in all customer interactions
A single means of access is provided across all channels and customer pre-selected history is provided in customer interactions involving third parties
A pre-defined set of customer pre-selected history can be provided in customer interactions involving third parties
A customer-defined set of customer pre-selected history can be provided in customer interactions involving a customer's third-party business partners
1.6. All customer interactions are conducted across digital channels
Less than 20% of all customer interactions are conducted across digital channels
Between 20% and 40% of all customer interactions are conducted across digital channels
Between 40% and 60% of all customer interactions are conducted across digital channel
Between 60% and 80% of all customer interactions are conducted across digital channels
More than 80% of all customer interactions are conducted across digital channels
2. Customer Experience
2.1. The organization’s digital customer experience vision and what needs to be done differently to achieve it through digital means are clear
The organization does not have any digital customer experience vision or day-to-day working guidance defined
The organization has defined the digital customer experience vision and main customer KPIs and all business functions have them as a goal
The customer experience guidelines on what to do differently are understood and aligned at business function and individual level
All employees regularly review ways to improve customer experience by digital means and act upon them in an agile way
Continuous improvement is fueled by employees and customers alike, where results and contributions recognized internally and externally
2.2. Legacy ways of working have been changed to digital for a better customer experience
Some legacy ways of working with negative impacts on the customer experience are in place and the organization is committed to change it
Plans to change the remaining legacy ways of working are under development, with a roadmap by business function established
Completed initiatives are proven to improve customer experience. Plans are available to migrate partner interworking from legacy ways
Residual legacy ways of working are road mapped for end-of-life, removed, transitioned, or automated to become non-customer-affecting
Significant customer experience improvement is achieved through interworking with new partners under Customer Experience--focused on-boarding program
2.3. Budget investment in digital initiatives has been made to achieve the customer experience vision
Budget allocation or investment for digital initiatives has been planned but not yet committed
A roadmap for budget allocation for digital investments by business function is available
All digital initiatives have CxO sponsorship and ROI proven for completed initiatives for improving customer experience
Final initiatives to remove legacy ways and linked systems completed, including migration of partner interworking legacy
Tangible achievements in the customer experience vision realized. Follow-on investment plan is in place for new partner Customer Experience-focused on-boarding
2.4. Repeat tasks have decreased as a direct or indirect result of digital initiatives
Less than 20% of repeated tasks have decreased across the organization and no "right first time" digital initiatives are in progress
Between 20% and 40% of repeated tasks have decreased across the organization. First digital initiatives have been planned and triggered
Between 40% and 60% of repeated tasks have decreased. Selected digital initiatives are positively reducing the number of repeat tasks
Between 60% and 80% of repeated tasks have decreased. Digital initiatives directly or indirectly lead to better operational efficiency
More than 80% of repeated tasks have decreased. Digital initiatives lead to best-in-class, benchmarked operational efficiency
2.5. The choices of different services meet current digital customer experience needs and objectives
The portfolio of services is a complex catalogue of predominantly traditional with some digital services, requiring manual configuration
The portfolio of services are held in a simplified catalogue with greater numbers of digital services on selective channels on selected devices
The portfolio of services is available from a single, simplified catalogue on multiple channels across all devices
The portfolio of services draws on current partners to rationalize the catalogue mix, driving value for customers
The portfolio presents a catalogue of own and partner services relevant to current digital needs of the customer with automated configuration
2.6. The choices of different services meet future digital customer experience needs and objectives
The portfolio of services offered to customers are predominantly traditional, long to commission and focus on immediate need for competitive edge
The portfolio of services offered to customers are based on digital segment need and reduced time to market
The portfolio of services takes analytics feeds to determine future digital segment needs
The portfolio of services takes analytics feeds to determine future individual digital needs with rapid time to market
The portfolio of services uses multiple analytics feeds to pre-empt individual digital needs in real-time with automated one-click setup
2.7. It is easy for customers to start in one channel and continue in another without repetition of data entry
Data entry is channel specific with little consistency between them and high levels of duplication
The development of seamless data entry across channels has started with some consistency across channels and low levels of duplication
Seamless data entry across all channels is fully developed with consistency between them, with the ability to start in one channel and resume in another
Seamless data entry across all channels extends the ability to start in one channel and resume in multiple other channels
Pre-population of data entry from existing information is business as usual to facilitate rapid time to register with minimal re-confirmation
2.8. Customer profiles have been developed using advanced analytics techniques and shared between channels and across the organization digitally
Customer profiles reside within channels with little correlation between them. Stale entry probability is high
Standardized customer profiles have started to be shared across the organization. Stale entry probability is low
Standardized and enhanced customer profiles are developed and implemented in multiple channels
Customer profiles are compiled using analytics techniques and implemented in all channels and shared digitally across the organization
Customer profiles are compiled using multiple data source analytics, implemented and shared digitally across the organization
2.9. The organization deals with service requests efficiently and seamlessly, regardless of digital channel used
Handling of service requests varies from one channel to another with some initial format standardization but little visibility of updates
Processes and policies for the standardized handling of customers' service requests are developed and are aligned amongst key stakeholders
Implementation of processes and policies for standardized handling of service requests has started visible across the organization
Processes and policies for the standardized and efficient handling of service requests for multiple digital channels have been implemented
Processes and policies for handling service requests are fully implemented in a seamless interaction regardless of digital channel used
2.10. Partners are aligned with the organization’s customer experience vision and effectively ‘wear the T-shirt’ when it comes to customer delivery, support and feedback
The organization's customer experience vision is understood by the partners and process interfaces have been identified
Cross-organizational interworking responsibilities and governance are in place with agreed processes for agile resolution of customer issues
Cross-organizational customer experience reviews have proven to improve customer satisfaction ratings for delivery and support
Customer experience guidelines for customer delivery and support extend partner responsibility to feedback from customers directly
Partners are aligned with the organization's vision feeding into the mid and long-term planning of customer experience improvement programs
3. Customer Insights and Behavior
3.1. The organization is able to build up a full picture of a customer from digital sources which is actionable and linked to customer value
A basic customer profile is supplemented from a single digital source, for example, App feedback review online
A strategy is in place to retrieve digitally-sourced information to create a full customer profile. Some initiatives are underway
End to end picture of customer behavior, journeys and insights is being collected from digital sources and is actionable
End to end picture of customer behavior, journeys and insights is being collected from digital sources and is linked to customer value
End to end picture of customer behavior, journeys and insights is supplemented by external or partner digital sources
3.2. Customer insights, both negative and positive, are shared across business functions within the organization
Handling of digital customer insights is done only by siloed business functions with limited sharing between them
Processes, policies and common formats for sharing customer insights are being defined across all business functions
Standard way of sharing of customer insights from digital sources is implemented and used by key functions for example Common metadata/Information models
Customer insights are part of shared interactions between all business functions for operational efficiency
Common Customer insights and trends across business functions are used to drive business evolution
3.3. All channels are used to compile a customer profile
Less than 20% of all digital and non-digital channels are used to compile a customer profile
Between 20% and 40% of all digital and non-digital channels are used to compile a customer profile
Between 40% and 60% of all digital and non-digital channels are used to compile a customer profile
Between 60% and 80% of all digital and non-digital channels are used to compile a customer profile
More than 80% of all digital and non-digital channels are used to compile a customer profile
3.4. Digital channels of the organization are used to compile a group customer profile
Less than 20% of all digital and non-digital channels are used to compile a group customer profile
Between 20% and 40% of all digital and non-digital channels are used to compile a group customer profile
Between 40% and 60% of all digital and non-digital channels are used to compile a group customer profile
Between 60% and 80% of all digital and non-digital channels are used to compile a group customer profile
More than 80% of all digital and non-digital channels are used to compile a group customer profile
3.5. Target customer experience is informed by social media that provides meaningful and actionable insights
Social media channels are stated to be strategically important to the organization to gain meaningful, actionable customer insights
Processes, people and policies are being developed to manage social media channels effectively to gain meaningful and actionable customer insights
Processes, people and policies to manage social media channels are operational to share meaningful and actionable customer insights across the organization
The organization's social media channels have become mainstream sources to generate actionable insights. Popularity with customers is high
The social media channels have become a mainstream way for customers to interact with the organization to influence experience improvement
3.6. Customer interactions, including but not limited to care, billing, crises, suggestions, opportunities, trends, are resolved by digital means
Less than 20% of customer interactions are resolved by digital means
Between 20% and 40% of customer interactions are resolved by digital means
Between 40% and 60% of customer interactions are resolved by digital means
Between 60% and 80% of customer interactions are resolved by digital means
More than 80% of customer interactions are resolved by digital means
3.7. The organizational culture is driven by customer digital business objectives, by changes in behavior and changes in needs derived from customer data
The organization has goals to use digitally-gathered insights and digital objectives to lead a customer data-driven organizational culture
Some initiatives are underway to use digitally-gathered insights and digital objectives to showcase a customer data-driven culture
Customer insights are used across multiple business functions to drive a customer data-driven organizational culture
Trends derived from insights are used across multiple business functions to react to behavioral changes by segment
Trends derived from insights are used across all business functions to react to or pre-empt behavioral changes by individual customers
4. Customer Trust and Perception
4.1. The majority of customers complete all feedback survey questions
Less than 20% completion rate, possibly due to length, lag time, irrelevance, intrusive nature, unavailability, out of order (SMS) ..
Between 20% and 40% completion rate, predominantly on a single channel
Between 40% and 60% completion rate, on Customer-preferred channel
Between 40% and 60% completion rate, inviting business input
More than 80% completion rate, rewarding and recognizing Customers for business input
4.2. Low scoring satisfaction customers are actively followed up with to improve their experience and perception of the organization
Less than 20% of detractors, regardless of cause or segment or category, are contacted and their issue resolved successfully
Between 20% and 40% of detractors, regardless of cause or segment or category, are contacted and their issue resolved successfully
Between 40% and 60% of detractors, regardless of cause or segment or category, are contacted and their issue resolved successfully
Between 60% and 80% of detractors, regardless of cause or segment or category, are contacted and their issue resolved successfully
More than 80% of detractors, regardless of cause or segment or category, are contacted and their issue resolved successfully
4.3. It is easy for customers to do business with the organization in a digital way
Less than 20% of customers find it easy to use the organization's digital channels for any reason
Between 20% and 40% of customers find it easy to use the organization's digital channels
Between 40% and 60% of customers find it easy to use the organization's digital channels
Between 60% and 80% of customers find it easy to use the organization's digital channels
More than 80% of customers find it easy to use the organization's digital channels
4.4. Complaints received across digital and non-digital multiple channels are responded to in an integrated, collaborative and agile response
Less than 20% of customer complaints across multiple channels are resolved in an integrated, timely and collaborative way
Between 20% and 40% of customer complaints across multiple channels are resolved in an integrated, timely and collaborative way
Between 40% and 60% of customer complaints across multiple channels are resolved in an integrated, timely and collaborative way
Between 60% and 80% of customer complaints across multiple channels are resolved in an integrated, timely and collaborative way
More than 80% of customer complaints across multiple channels are resolved in an integrated, timely and collaborative way
4.5. Customers trust the organization's privacy statements
Less than 20% of customers trust the organization's privacy policy statement for any reason
Between 20% and 40% of customers trust the organization's privacy policy statement for any reason
Between 40% and 60% of customers trust the organization's privacy policy statement for any reason
Between 60% and 80% of customers trust the organization's privacy policy statement for any reason
More than 80% of customers trust the organization's privacy policy statement for any reason
4.6. The organization is transparent across all digital channels informing customers when a transaction step is likely to be shared with a third party, even when consent has been granted
Less than 20% of customer transactions in digital channels inform when a step is likely to be shared with third parties, regardless of consent
Between 20% and 40% of customer transactions in digital channels inform when a step is likely to be shared with third parties regardless of consent
Between 40% and 60% of customer transactions in digital channels inform when a step is likely to be shared with third parties
Between 60% and 80% of customer transactions in digital channels inform when a step is likely to be shared with third parties
More than 80% of customer transactions in digital channels inform when a step is likely to be shared with third parties regardless of consent
4.7. Customers trust and are willing to share / store their data within the organization
Less than 20% of all customers trust their data to be held securely within the organization
Between 20% and 40% of all customers trust their data to be held securely within the organization
Between 40% and 60% of all customers trust their data to be held securely within the organization
Between 60% and 80% of all customers trust their data to be held securely within the organization
More than 80% of all customers trust their data to be held securely within the organization
4.8. The organization embeds customer trust as a pre-requisite for customer experience fulfilment
Customer trust is a key metric measured on a regular basis and in a non-intrusive way
Customer trust types and the way to impact them are key principles understood across the organization
Operational and business processes, development and support systems have increased customer trust as an explicit goal
Increased customer trust is a shared explicit goal with the organization's partners and other third parties
Improvement of customer trust is embedded across the organization and its partners as a pre-requisite for customer experience fulfillment
5. Brand Management
5.1. A well-defined digital branding strategy is in place and is understood across the organization
The organization does not have a defined digital brand strategy but is starting to think about the importance of having it
There is a general understanding of how the brand is leveraged in digital channels, but no clear strategy is in place
A high-level digital branding strategy is understood, but it is not formalized
A formal digital branding strategy is formalized and well understood across the organization
A formal digital branding strategy is formalized, well understood and executed across the organization
5.2. There are formal digital branding guidelines that support the brand strategy across all digital channels
There are little to no formal digital branding guidelines in place for digital channels, but they are being developed
Informal digital brand guidelines are in place, but they are in silos
High-level digital branding guidelines are understood but are not formalized and do not completely align to the overall branding strategy
Guidelines are well-defined and formalized for most digital channels
Guidelines are well-defined and formalized for all digital channels and are completely aligned to the overall branding strategy
5.3. A digital brand governance structure in place, and the organization is well aware and adheres to these through its digital channels
A defined digital brand governance does not exist, but it is being developed
Informal digital brand governance is in place but is in silos
A formal digital brand governance structure is in place and is being followed by some of the organization
A formal digital brand governance structure is in place and is being following by the majority of the organization
A formal digital brand governance structure is in place and is being following across the entire organization
5.4. There is a robust process to request and analyze brand loyalty metrics results from its customers based on its digital channels and experience
Loyalty metrics for digital channels do not exist, but they are being developed
Loyalty metrics are sometimes used for digital channels but in an ad-hoc fashion and in silos
Loyalty metrics are formalized for all digital channels, but there is no process to request and analyze results
Loyalty metrics are formalized for all digital channels. A formal process is in place to request and analyze results, but a partial cadence is in place to conduct the activities
Loyalty metrics are formalized for digital channels. A formal process in place to request and analyze results, and a strict cadence is followed across the organization
5.5. A disciplined, enterprise-wide, cross-functional effort incorporates customer insights into brand management for all digital channels
Customer insights are not incorporated into brand management for digital channels, but a process to support the analysis is being developed
An informal process is in place to collect customer insights on its digital brand, but no action is typically taken as a result of the insights
A formal process is in place and actions are taken based on the results, but it is a highly manual process that takes a significant amount of manpower to complete
An automated solution is leveraged to collect and analyze insights. Leadership uses the solution on a consistent basis across the organization
An automated solution is leveraged to collect and analyze insights. Leadership uses the solution on a consistent basis across the organization and actively uses the results to make change to its digital brand strategies
6. Ecosystem Management
6.1. The organization actively pursues a multi-sided platform business model to build a sustainable digital ecosystem
There is no clearly defined plan to build a digital ecosystem strategy but the organization is starting to develop one
There are informal stakeholder communities to enable ‘act together’ in the interest of long-term digital portfolio benefits, but in silos (for example, developer community, support community, partner community, etc.)
There are clear roles of participants in the digital ecosystem with aggregating capability, such as content and media services, to support simple and common digital portfolio transactions
Existing communities and aggregated capabilities are leveraged to build connections between individuals and digital businesses to foster new business relationships
The digital ecosystem provides extensive and multi-sided business models that focus on the highest form of openness, collaboration, innovation, and creativity
6.2. Joint and trusted ownership is established to evolve the digital ecosystem
One owner manages the coordination and operations of the digital ecosystem
One owner shares a limited coordination role with others to operate the digital ecosystem
Joint ownership exists but with limited control and shared coordination of some of the digital ecosystem operations
There is cooperative ownership with open control and shared coordination of all the digital ecosystem operations
There is consortium-led ownership with open control and coordination of all the digital ecosystem operations
6.3. Participants and roles in the ecosystem are actively pursued and rapidly onboarded to grow the overall ‘network-effect’ and business value
Only one type of participating role (such as developers) exists with no formal strategy. There is a chaotic means to segmenting participants. Participants are onboarded in an ad-hoc manner
Only one type of participating role exists with a formalized strategy and segmentation based on demand generation only. Participants are actively onboarded based on loosely defined strategies
More than one type of participating role exists with simple segmentation and account management. Participants are actively onboarded
More than one type of participating role exists with proactive and advanced segmentation and key accounts. Participants are onboarded and managed proactively
More than one type of participating role exists with advanced segmentation and strategic accounts. Participants are onboarded and invested in the ecosystem to grow business value
6.4. Relationships and "accessibility" are managed based on openness for best business value with continuous evaluation of roles
Relationships and accessibility are managed in an ad-hoc manner with some processes established
Relationships and accessibility are managed with processes and tools
Relationships and accessibility are managed based on level of mutuality in benefit
Relationships and accessibility are managed with a methodology that ensures repeatability
Relationships and accessibility are predicted and orchestrated
6.5. Motivations of stakeholders and the digital ecosystem are managed in order to promote long term adoption and success
Self-interest is the sole focus across all stakeholders
Incentives and rewards are becoming part of the ecosystem on a case by case basis
Risks and rewards are combined as part of the stimuli for being part of the ecosystem
Social contracts and "rules of engagement" based on standards are clearly defined to support innovation
The ecosystem allows freedom to explore and maximize mutual benefits within well-defined principles
7. Finance and Investment
7.1. The organization has a satisfactory pool of investment capital for digital transformation that increases annually and access to additional capital as needed
No specific line item exists in the budget for digital transformation, but the organization is starting to assess the need
Digital transformation is a line item in the budget, but is too underfunded to execute to the current plan
Digital transformation is funded year to year, but the amount fluctuates based on demands from other programs
Digital transformation has a multi-year budget that remains constant and addresses all current items in the plan
Digital transformation has a multi-year budget that increases annually and access to extra capital for unexpected opportunities
7.2. Investment capital is managed by the people accountable for ramping up the digital transformation strategy, but in conjunction with C-Suite executives
No formal investment capital is allocated for digital transformation, but the organization is starting to assess the need informally
There is investment capital for digital transformation, but solely under the control of the CFO
There is investment capital for digital transformation controlled by the CFO, but it can be influenced by others
There is investment capital for digital transformation co-managed by the C-suite and the leaders accountable for digital strategy
There is investment capital for digital transformation managed by the leaders accountable for digital strategy with the C-suite
7.3. Return on Investment (ROI) is more than just a financial measure as it includes adoption and change rates so longer term success factors need defining
No specific ROI is measured for digital transformation, but the organization is starting to assess the need informally
ROI measures are starting to get defined, but only for the upcoming year and are purely financial
ROI measures are better established and for beyond the next year, but are still purely financial
ROI measures are well established and starting to go beyond pure financials to include adoption and change rates
ROI measures are internalized and emphasize longer term adoption and change rates as much as financials
7.4. A formal feedback loop exists between past, current and future digital transformation investments and all learnings will be incorporated into current and future investment activity
No formal feedback loop from past and current digital transformation investments for future ones, but the organization is starting to assess the need informally
An ad hoc feedback loop exists from past and current digital transformation investments for future funding cycles
A feedback loop from past and current digital transformation investments for future funding cycles has been formalized
A formal feedback loop from past and current digital transformation investments for future funding cycles has been internalized
A formal feedback loop from past and current digital transformation investments for future funding cycles has been internalized and feedback is taken into account for future decision making
7.5. The organization is utilizing new financial and investment models to expedite digital transformation
The organization is just getting started on digital transformation so is rarely evaluating new financial and investment models
The organization's awareness of digital transformation is increasing so starting to consider new financial and investment models
The organization's digital transformation is in progress so it's starting to consider new financial and investment models
Digital transformation is well underway so the organization so leveraging new financial and investment models
Digital transformation is optimized so the organization is leveraging all new relevant financial and investment models
8. Market and Customer
8.1. Digitally-enabled growth opportunities are identified and evaluated against targets and strategic alignment
Digitally-enabled growth opportunities are not identified or the organization is starting to identify them
Digitally-enabled growth opportunities are identified, but there are no formal resources dedicated to this activity
Digitally-enabled growth opportunities are part of the organization’s everyday activities, but are not evaluated against its targets
Digitally-enabled growth opportunities are part of the organization’s everyday activities, and are evaluated against its targets and strategy
Digitally-enabled growth opportunities are evaluated based on targets and the organization’s overall strategy, and the opportunities are visible to leadership for rapid decision making
8.2. Digital efforts (platforms, experience, portfolio) are aligned with market, customer, and competitive intelligence
No actions are taken to understand market, customer, and competitive intelligence, but the organization is starting to evaluate them
Market, customer, and competitive intelligence activities occur, but in an ad-hoc manner
Processes are in place, but with little-to-no alignment between digital efforts and the insights gained from market, customer, and competitive intelligence
Digital efforts are well-aligned with market, customer, and competitive intelligence
Market, customer, and competitive intelligence are taken into account prior to starting any digital initiatives
8.3. Standard processes and tools are used to perform competitive research to assess how the organization benchmarks against its competitors in regards to digital capabilities
No actions are taken to perform competitive research in regards to digital capabilities, but the organization is starting to perform it
Digital capabilities are analyzed for competitors on an ad-hoc basis
Relevant processes and tools are defined for competitive research of digital capabilities, however, research efforts happen in silos
Formal processes and tools are in place, and a cadence is well-defined for competitive benchmarking
The organization has well-defined processes and tools to perform competitive research, actively benchmarks itself in regards to digital capabilities, and leverages the insights to contribute to its future digital strategy
8.4. Digital marketing activities are operationalized to enable customer reach and increase sales
Digital marketing activities are ad-hoc, but the organization is starting to align them with the overall marketing strategy
Digital marketing efforts are well-defined as part of the overall marketing strategy
The organization effectively leverages insights to improve future digital marketing efforts
The organization effectively leverages insights to improve future digital marketing efforts and tracks the impact of and return from digital marketing efforts
The organization effectively tracks the impact of and return from digital marketing efforts and experiments with new forms of digital marketing and sales channels (for example, social media commerce, mobile applications, in-store digital displays) to engage customers
9. Portfolio, Ideation and Innovation
9.1. A digital portfolio is defined to deliver against strategic intent and financial goals
The organization does not have a digital portfolio definition framework but is starting to define it
There are informal digital portfolio definition frameworks, but they exist in silos
A formal digital portfolio definition framework is in place and is being used by some of the organization
A formal digital portfolio definition framework is in place and is being used by the majority of the organization
A formal digital portfolio definition framework is in place and is being used by the entire organization
9.2. Delivery options are determined for digital portfolio to support business goals
The organization does not have a digital portfolio delivery option framework but is starting to define it
There are informal digital portfolio delivery option frameworks, but they exist in silos
A formal digital portfolio delivery option framework is in place and is being used cross-functionally by some of the organization
A formal digital portfolio delivery option framework is in place and is being used cross-functionally by the majority of the organization
A formal digital portfolio delivery option framework is in place and is being used cross-functionally by the entire organization
9.3. The organization anticipates and shapes the market in the execution of digital-enabled opportunities (for example, growth, efficiency, experience)
The organization does not have tools to anticipate and shape the market while assessing digital-enabled opportunities but is starting to develop them
There are informal tools to anticipate and shape the market in digital-enabled opportunities, but they exist in silos
Formal tools help anticipate and shape the market in digital-enabled opportunities and are being used cross-functionally by some of the organization
Formal tools help anticipate and shape the market in digital-enabled opportunities and are being used cross-functionally by the majority of the organization
Formal tools help anticipate and shape the market in digital-enabled opportunities and are used cross-functionally across the organization
9.4. The organization is well-informed/educated on leading edge technologies and fosters ideas on how they can transform the business (for example, machine learning/artificial intelligence, connected things/IoT)
The organization is not well-informed of leading edge technologies but is starting to understand the importance of that knowledge
The organization is starting to research and learn about leading edge technologies but in silos
There are resources to inform leading technologies, and they are being used by some of the organization cross-functionally
There are resources to inform leading edge technologies and foster ideas on how they can transform the business. They are being used cross-functionally by the majority of the organization
There are resources to inform leading edge technologies and foster ideas on how they can transform the business. They are being used cross-functionally by the entire organization. The organization is already using some of these technologies
9.5. There is a formal structure and process for digital innovation--from ideation through implementation--inside (cross-functional) and outside (customers, industry subject matter experts, and partners) of the organization
The organization does not have structures or processes for digital innovation but is starting to develop them
There are informal structures and processes for digital innovation, but they exist in silos
There is a formal structure and process for digital innovation, and they are being used cross-functionally inside the organization but not externally
There is a formal structure and process for digital innovation. These are used cross-functionally inside the organization, and external parties are starting to adopt them
There is a formal structure and process for digital innovation; both inside and outside parties proactively follow them
10. Stakeholder Management
10.1. Digital stakeholders are holistically engaged in a sophisticated way to manage the degree of influence on ecosystem value and innovation
Early stage stakeholder engagement is employed with minimal influence on ecosystem activities
A simple stakeholder management approach is employed with planned influence on ecosystem value
A well characterized and managed approach in stakeholder engagement is employed with defined influence on ecosystem value
A very well controlled and statistically managed iterative approach in stakeholder engagement is employed with quantitatively managed influence on ecosystem value
An innovative and performance oriented approach that innovates new engagement models with stakeholders is in place with qualitative and quantitative metrics used to maximize ecosystem value
10.2. Strategic initiatives are implemented to quickly identify, segment and acknowledge all types of stakeholders that can enable successful execution of its digital strategy
There are some loosely defined strategic initiatives to identify, but not yet segment or acknowledge stakeholders with potential success in enabling engagement
There are well-defined but limited strategic initiatives to identify and acknowledge key stakeholders. Stakeholders are segmented reactively to improve the success of the engagement
There are well-defined strategic initiatives to identify and acknowledge key stakeholders. Stakeholders are segmented iteratively to improve strategic outcomes
There are well-defined strategic initiatives to identify and acknowledge most stakeholders. A segmentation program exists to improve strategic outcomes
There are well-defined strategic initiatives to identify and recognize all stakeholders. An advanced segmentation program exists to drive business strategy
10.3. The organization influences and engages stakeholders with “partnership” orientation, responsibility and risk management
Some stakeholder engagements are modeled based on pure responsibility
Stakeholder engagement is encouraged with improved communication based on limited responsibility and some risk management
Stakeholder engagement is actively motivated based on "partnership" orientation with limited responsibility and advanced risk management
Stakeholder engagement is actively mentored with targeted "partnership" orientation, advanced responsibility and risk management
Multiplying effects of active engagement yield a deep sense of integration amongst stakeholders with shared responsibility and effective risk management
10.4. There are clear and open communication management principles and methods for digital transparency and trust-based relationships within the ecosystem
Communication is ad-hoc mostly, with no commitment to openness, and no clear method to promote digital transparency and trust except to some key stakeholders. Stakeholder complaints are common
Communication is somewhat planned, but occasionally ad-hoc, with minimal openness and established systems of transparency and trust except to some key stakeholders
Communication is planned across all stakeholder engagement with improved openness, with well established systems of transparency and trust to all key stakeholders
Communication is well managed across all stakeholder engagement with openness and well established systems of transparency and trust to all stakeholders
Communication is well managed and advanced across all stakeholder engagement with established medium for openness and advanced systems that enforce transparency and trust to all stakeholders
11. Strategic Management
11.1. Digital strategy has clear goals and objectives and is well-aligned to the overall business objectives
No clear digital strategy exists, but the organization is starting to develop it
A digital strategy exists, but the overall goals and objectives are not well-defined
A digital strategy exists with clear goals and objectives but is not completely aligned to the overall business objectives
A digital strategy exists with clear goals and objectives and is generally aligned to the overall business objectives
A digital strategy exists with clear goals and objectives and is completely aligned to the overall business objectives
11.2. Digital strategy is communicated across the organization and ecosystem partners
The digital strategy has been communicated to less than 20% of the organization and ecosystem partners
The digital strategy has been communicated to between 20% and 40% of the organization and ecosystem partners
The digital strategy has been communicated to between 40% and 60% of the organization and ecosystem partners
The digital strategy has been communicated to between 60% and 80% of the organization and ecosystem partners
The digital strategy has been communicated to more than 80% of the organization and ecosystem partners
11.3. Digital initiatives are aligned to organizational goals, prioritized, funded, and managed
There is no framework to ensure digital initiatives are aligned to organizational goals, prioritized, and managed, but it is being developed
A framework has been created but only aligns to some of the defined areas (organizational goals, prioritization, funding, and management)
A framework has been created and aligned to all of the defined areas (organizational goals, prioritization, funding, and management) and is starting to be used in some parts of the organization
The framework has been communicated across the organization and is being actively used by a majority of the organization
The framework is being used and adhered to by the entire organization
11.4. Long-term digital roadmaps and work plans are developed, and risks are actively mitigated to achieve digital transformation
Initiatives are ad-hoc, analyzed on a case-by-case basis, and do not consider cross initiative dependencies based on lack of a digital roadmap, but it is being developed
A digital roadmap has not yet been developed; however, initiatives are analyzed in a cohesive manner, and cross initiative dependencies are identified
An initial, short-term digital roadmap has been developed and has taken into account all dependencies and risks
A comprehensive, long-term digital roadmap has been developed and has taken into account all dependencies and risks
The long-term digital roadmap has been communicated throughout the organization and is actively managed and transformed as new information / market changes come to light
11.5. Executive leadership leverages reports, KPIs, and analytics-based tools to aid in decision-making on digital initiatives across the organization
Ad-hoc reports are sometimes used; however, there are no standards and each executive uses these reports in a siloed manner. The organization is starting to develop standard reports
Standard reports have been created and are actively used by executive leadership
KPIs have been identified and standardized, and all executives monitor the results of digital initiatives against the KPIs
Analytics tools have been implemented to help executives make business decisions on current and future digital initiatives
All executives use standardized analytics tools, reports, and KPIs. A cadence is established amongst executives to review and discuss the results, and business decisions are made as a team
12. Applications
12.1. Front-end digital projects leverage a framework for mobile applications and front-end development
Less than 20% of front-end digital projects use a framework for mobile applications and front-end development
Between 20% and 40% of front-end digital projects use a framework for mobile applications and front-end development
Between 40% and 60% of front-end digital projects use a framework for mobile applications and front-end development
Between 60% and 80% front-end digital projects use a framework for mobile applications and front-end development
More than 80% of front-end digital projects use a framework for mobile applications and front-end development
12.2. Digital projects are handled in Fast (configuration and small developments) or SuperFast (configuration only) mode
Less than 20% of digital projects are handled in Fast (configuration and small developments) or SuperFast (configuration only) mode
Between 20% and 40% of digital projects are handled in Fast (configuration and small developments) or SuperFast (configuration only) mode
Between 40% and 60% of digital projects are handled in Fast (configuration and small developments) or SuperFast (configuration only) mode
Between 60% and 80% of digital projects are handled in Fast (configuration and small developments) or SuperFast (configuration only) mode
More than 80% of digital projects are handled in Fast (configuration and small developments) or SuperFast (configuration only) mode
12.3. Standardized APIs are used in digital projects during the design stage
Less than 20% of digital projects use standardized APIs during the design stage
Between 20% and 40% of digital projects use standardized APIs during the design stage
Between 40% and 60% of digital projects use standardized APIs during the design stage
Between 60% and 80% of digital projects use standardized APIs during the design stage
More than 80% of digital projects use standardized APIs during the design stage
12.4. Standardized APIs are used in digital projects during the build stage
Less than 20% of digital projects use standardized APIs during the build stage
Between 20% and 40% of digital projects use standardized APIs during the build stage
Between 40% and 60% of digital projects use standardized APIs during the build stage
Between 60% and 80% of digital projects use standardized APIs during the build stage
More than 80% of digital projects use standardized APIs during the build stage
12.5. Standardized APIs are used in digital projects during the run stage
Less than 20% of digital projects use standardized APIs during the run stage
Between 20% and 40% of digital projects use standardized APIs during the run stage
Between 40% and 60% of digital projects use standardized APIs during the run stage
Between 60% and 80% of digital projects use standardized APIs during the run stage
More than 80% of digital projects use standardized APIs during the run stage
12.6. An advanced Applications Portfolio Management (APM) tool is used for digital projects which describes and categorizes applications, links between, relevant processes (including customer experience), and data
No such tool or less than 20% of digital applications are described in an APM tool
Between 20% and 40% of digital applications are described in an APM tool
Between 40% and 60% of digital applications are described in an APM tool, and is partially used for decision making on applications portfolio
Between 60% and 80% of digital applications are described in an APM tool, and is significantly used for decision making on applications portfolio
More than 80% of digital applications are described in an APM tool, and is widely used for decision making on application portfolio
12.7. New digital applications are hosted in an open standardized Cloud environment (IaaS, SaaS, PaaS)
Less than 20% of new digital applications are hosted in the Cloud
Between 20% and 40% of new digital applications are hosted in the Cloud
Between 40% and 60% of new digital applications are hosted in the Cloud, leveraging benefits of advanced Cloud services for development
Between 60% and 80% of new digital applications are hosted in the Cloud, leveraging benefits of advanced Cloud services for development
More than 80% of new digital applications are hosted in the Cloud, leveraging benefits of advanced Cloud services for development
12.8. Front end (FE) and back-end (BE) integration is managed through relevant digital architectural guidelines including multi-channel enablement and project compliance.
No such FE/BE digital architectural guidelines are in place, but the organization is starting to assess
Rough digital architectural guidelines have been set-up to support developments
Digital architectural guidelines have been set-up and widely communicated to project teams
Digital architectural guidelines have been set-up and widely communicated to project teams. Major projects are checked for guideline compliance by a design authority
Digital architectural guidelines have been set-up and widely communicated to project teams. All projects are systematically checked for guideline compliance by a design authority. A project may be stopped in case of deviance
12.9. The organization manages separate and decoupled digital infrastructure and application roadmaps and migration paths from existing systems to address technical debt issues.
Digital projects embed application development and associated infrastructure without any impact assessment on existing assets
Infrastructure and applications are distinct concerns in digital projects. Standards are adopted as much as possible in digital projects designs
Distinct roadmaps have been setup and communicated for digital infrastructure and applications. Impacts on existing assets is systematically checked, and initiatives for renewing older systems are triggered
An IT and network masterplan to address new business / technology challenges and technical debt issues has been developed. It adheres to standards, is widely communicated, and is translated into distinct digital infrastructure and application roadmaps
An IT and network masterplan (including technical debt dimension) clearly splits digital infrastructure and application roadmaps. These roadmaps trigger transformation projects, for which technical compliance is systematically checked against company guidelines and standards
12.10. Applications technical environment masterplan evolution is driven by standardization and open source
No (or opportunistic) use of open source and standards in digital projects
Open source is considered an alternative to Commercial Off-The-Shelf (COTS) solution for new digital applications. The first level of standards are included in requirements (for example, standard APIs)
Open source is preferred to Commercial Off-The-Shelf (COTS) solution for new digital applications. A full set of standards, including software development guidelines, is systematically included in projects requirements
Open source is the first option considered for digital applications. Standards on all domains (APIs, Cloud ready, software environments) are documented in the masterplan with required project compliance
Adoption of open source, standards and contribution to related communities is part of the IT and network masterplan, is fully known by all and strongly drives digital application and project decision making. Deviations from the plan must be justified before a project starts
13. Connected Thing(s)
13.1. Connected objects are managed for their entire lifecycle and is factored into determining which future digital technologies will be adopted
Connected objects projects are managed in an ad-hoc way. Sequential phasing is systematic, with no anticipation on lifecycle.
Connected objects projects manage parts of the lifecycle. Common components of the underlying infrastructure to enable efficiency have not been identified
Connected objects projects manage parts of the lifecycle. A common infrastructure has been set up to facilitate integration. Lessons learned from these projects are incorporated into technology evolution strategy
Connected objects is part of business strategy. Associated projects manage end-to-end objects lifecycle. A common infrastructure accounts for integration based on standards. The organization anticipates future technologies to be adopted
Connected objects projects strongly contribute to business strategy and manage end-to-end objects lifecycle. A common, open state of the art infrastructure accounts for integration based on standards. A dedicated innovation organization proactively identifies future technologies for adoption
13.2. Infrastructure enables flexibility and delivery of quick roll-outs when "inboarding" (ingestion and partner onboarding) new connected objects
Connected objects integration and partner onboarding infrastructure is set up on a per project basis. Roll-out timeframes are extended
A few common infrastructure components are used by several connected objects projects, including automated onboarding of a few partners
Infrastructure enables flexible roll-outs of connected objects, leveraging standards. Partner onboarding is facilitated via automation of parts of the processes supporting a few B2B2X business models
Infrastructure enables flexible and quick roll-outs of connected objects. Partners are onboarded via highly automated processes, supporting a wide range of B2B2X business models
Infrastructure enables flexible and quick roll-outs of connected objects. Partners are seamlessly onboarded and managed, via full automation of all processes, supporting a wide scope of standardized B2B2X business models and advanced analytics
13.3. Security protocols, processes, methods and procedures are employed to proactively address and prevent potential threats or control by an outside agent
Basic and standard security infrastructure is used for Internet of Things (IoT) projects
An IoT-specific security environment (protocols, processes, methods, procedures, and tools) is incrementally being built, leveraging lessons learned from IoT projects
Security is part of IoT projects requirements, using all or parts of existing protocols, processes, methods, procedures, and tools
Security protocols, processes, methods, procedures, and tools are implemented, documented, used, and operated by all IoT projects. Lessons learned are identified
The latest security protocols, processes, methods, procedures, tools are leveraged in all IoT projects to proactively address and prevent potential threats or control by and outside agent real-time
14. Data and Analytics
14.1. A formal data model is sourced from both structured and unstructured data sources and is used across digital channels
Digital channels mainly use structured data from existing legacy data model and its evolutions
The organization intends to enrich existing legacy data model in order to address new digital journey requirements, including use of unstructured data through pilot projects
The organization has a target data model mainly based on structured data, but is open to unstructured data source integration. A few key digital projects leverage this model, with some onboarding of multi-channel data
A target data model addresses both structured and unstructured data sources and is used by major digital projects. Multi-channel exposure of this model to digital channel applications is part of requirements
A well-known target data model addresses both structured and unstructured data sources. This model evolves frequently, and is used by all digital projects. Guidelines for exposing this model in a multi-channel mode to digital channels applications are systematically adopted
14.2. Digital projects use big data and analytics capabilities and results
Less than 20% of the digital projects use big data and analytics
Between 20% and 40% of the digital projects use big data and analytics
Between 40% and 60% of the digital projects use big data and analytics
Between 60% and 80% of the digital projects use big data and analytics
More than 80% of the digital projects use big data and analytics
14.3. Data is tracked through the entire lifecycle through various digital systems and across all assets
There is no management or tracking of data lifecycle in case of any event (for example, security breach) ad-hoc reconstitution of data lifecycle is conducted reactively
A dedicated initiative has been triggered for documenting and managing sensitive data, based on lessons learned from a few relevant digital projects. Data tracking and monitoring is mainly manual
Sensitive data (for example, personal data) is documented, mainly on ownership and usage dimensions, and is made available to digital projects. Data tracking and monitoring tools address issues on the major part of the data
Sensitive data (for example, personal data) ownership, usage, and lifecycle path are documented and are made available to digital projects. Such data is monitored through the entire lifecycle through relevant digital systems across all assets. Data issues are addressed manually
Sensitive data (for example, personal data) ownership, usage, and lifecycle path are clearly known and documented. Such data is monitored and issues addressed automatically through the entire lifecycle and relevant digital systems across all assets. Such process is audited, and gaps are addressed for improvements
14.4. A dedicated open big data platform capability is managed, allowing a wide range of digital operations on data analytics and tracking
Big data investment is still a forecasted investment, but the benefits are not yet clear enough to justify the investment
The organization "tries and learns" on a dedicated big data test platform through the implementation of few relevant use cases to identify / confirm a need for more investment
A dedicated open big data platform has been setup. Analytics use cases are incrementally implemented and tested, in an agile mode. This platform implements essential access services such as data security
A dedicated open big data platform has been setup. This platform dissociates data exploration processes from live data operations. Analytics use cases are incrementally implemented, in agile mode, demonstrating positive results for go live. This platform implements secured access services
A dedicated open big data platform, based on open source components, has been setup. This platform dissociates data exploration processes from live data operations. A wide range of analytics use cases are incrementally implemented, in agile mode with quick go lives. This platform implements advanced secured access services
14.5. A framework and associated processes for assessing digital project compliance to data regulatory requirements have been implemented
There is basic awareness of data regulatory requirements. Case by case implementations occur in projects according to regulatory requirements.
Data regulatory requirements are known, with clear ownership for implementation. Audits are handled on digital projects and remediations are made accordingly
Data regulatory requirements are known, with clear ownership for implementation. An assessment framework has been setup to check features compliance. Audits are handled on digital projects and remediations are made accordingly
Current and forthcoming regulatory requirements are fully known and taken into account in digital projects. A structured assessment framework is available to check project architectures and features compliance. Partially automated decisions are made according to results
Current, forthcoming, and future regulatory requirements are fully known and anticipated in digital projects. A structured assessment framework, including automated tools, is available to check project architectures and features compliance, where decisions are made according results. Process has been audited by an external body, and gaps have been addressed for improvements
14.6. Digital projects follow a formal methodology for collecting and quickly processing large sets of data serving internal and external analytics
Less than 20% of digital projects follow a formal methodology for collecting and quickly processing large sets of data
Between 20% and 40% of digital projects follow a formal methodology for collecting and quickly processing large sets of data
Between 40% and 60% of digital projects follow a formal methodology for collecting and quickly processing large sets of data
Between 60% and 80% of digital projects follow a formal methodology for collecting and quickly processing large sets of data
More than 80% of digital projects follow a formal methodology for collecting and quickly processing large sets of data
14.7. Digital projects utilize real-time decisioning capabilities
Less than 20% of digital projects utilize real-time decisioning capabilities
Between 20% and 40% of digital projects utilize real-time decisioning capabilities
Between 40% and 60% of digital projects utilize real-time decisioning capabilities
Between 60% and 80% of digital projects utilize real-time decisioning capabilities
More than 80% of digital projects utilize real-time decisioning capabilities
15. Delivery Governance
15.1. Digital projects are handled using an agile methodology
Less than 20% of digital projects are handled using an agile methodology
Between 20% and 40% of digital projects are handled using an agile methodology
Between 40% and 60% of digital projects are handled using an agile methodology
Between 60% and 80% of digital projects are handled using an agile methodology
More than 80% of digital projects are handled using an agile methodology
15.2. Digital Think/Build/Run teams have been socialized on DevOps objectives and practices
Less than 20% of digital Think/Build/Run people have been socialized on DevOps objectives and practices
Between 20% and 40% of digital Think/Build/Run people have been socialized on DevOps objectives and practices
Between 40% and 60% of digital Think/Build/Run people have been socialized on DevOps objectives and practices
Between 60% and 80% of digital Think/Build/Run people have been socialized on DevOps objectives and practices
More than 80% of digital Think/Build/Run people have been socialized on DevOps objectives and practices
15.3. Digital projects implement DevOps methodology, processes and tools
Less than 20% of digital projects implement DevOps methodology, processes and tools
Between 20% and 40% of digital projects implement DevOps methodology, processes and tools
Between 40% and 60% of digital projects implement DevOps methodology, processes and tools
Between 60% and 80% of digital projects implement DevOps methodology, processes and tools
More than 80% of digital projects implement DevOps methodology, processes and tools
15.4. A dedicated empowered team is developing and promoting DevOps methodology, process, procedures and tools for digital projects
DevOps is considered a way for improving efficiency for a few digital projects, but is not yet employed
DevOps methodology, process, procedures and tools are experimented on a few pioneering digital projects. Associated skills and expertise are incrementally developed through these projects
Development of DevOps practices is handled by a dedicated empowered team with clear objectives. A roadmap of digital projects onboarding these practices has been built and collaboration between
A dedicated empowered team develops and promotes DevOps methodology, process, procedures and tools to all relevant digital teams (Think / Build / Run) in the organization, and operationally supports the projects. Lessons learned are shared amongst teams
A dedicated empowered team develops and promotes DevOps methodology, process, procedures and tools to all relevant digital teams (Think / Build / Run) in the organization, and operationally supports the projects. Lessons learned are systematically shared amongst teams
15.5. Digital projects conduct both pre-launch cost-benefit analysis and post-mortem analysis
Less than 20% of digital projects conduct both pre-launch cost-benefit analysis and post-mortem analysis
Between 20% and 40% of digital projects conduct both pre-launch cost-benefit analysis and post-mortem analysis
Between 40% and 60% of digital projects conduct both pre-launch cost-benefit analysis and post-mortem analysis
Between 60% and 80% of digital projects conduct both pre-launch cost-benefit analysis and post-mortem analysis
More than 80% of digital projects conduct both pre-launch cost-benefit analysis and post-mortem analysis
15.6. An efficient bi-modal IT operating model drives digital project development as it evolves with clear objectives and KPIs.
Traditional predictable IT evolution is the dominant pattern used. A few innovative agile projects are handled, but still considered an exploratory pattern
A growing portfolio of innovative and exploratory agile projects, smoothly integrating new technologies, is being developed
Implementing a bi-modal operating model is part of the technology strategy. A roadmap of digital projects using the model has been developed
Bi-modal operating model implementation is part of the organization’s strategy, and is handled via a dedicated program. Objectives are set, including a significant growth of digital projects handled in an innovative / agile / DevOps mode, according a pre-defined roadmap
Bi-modal IT operating model is fully described, road mapped, and known across the organization. Objectives are set for its evolutions, and KPIs are measured and tracked. Reactive changes to a project delivery model may occur to improve the project situation
15.7. Business and IT work closely to develop digital project roadmaps and make aligned decisions at kick-off and beyond
The working mode between business and IT is purely based on hand-over needs with almost no joint project decisions and frequent escalations
Joint business and IT work is experimented on a few significant digital projects, with transparency on achievements to date and joint project kick-off decisions. Hand-overs are still a pattern for projects, but a process allows decision making when required
Business and IT teams are reciprocally involved in few digital project roadmap development and project kick-off decisions via a joint governance body. Teams closely work together for a few projects considered "innovative" and project decisions are jointly made
Business and IT teams are reciprocally involved in digital project roadmap development and project kick-off decisions via a joint governance body. Teams closely work together for major projects and all decisions are jointly made
Business and IT intimacy is the way of working. Teams jointly build digital project roadmaps and make all major project kick-off decisions via a joint governance body. Teams are working in an integrated mode and all project decisions are jointly made. Improvements on project delivery efficiency is measured
16. Network
16.1. Underlying infrastructure is abstracted from applications and network services
Applications and network services strongly depend on underlying infrastructure
The first level of commodity hardware is used on emerging Software-Defined Networking (SDN) / Network Functions Virtualization (NFV) hosting
More advanced SDN/NFV capabilities such as automated services orchestration have been made possible based on services abstraction from physical infrastructure
Infrastructure standardization, commoditization, and associated services are handled as a specific project. Relevant API implementation enables advanced capabilities such as "controller of controllers"
A dedicated team is in charge of infrastructure evolutions, serving both applications and network services through common engineering. Technology and architecture standards supporting infrastructure services decoupling are systematically adopted
16.2. Technologies of IT virtualization are used to virtualize entire classes of network node functions into building blocks that may be connected or orchestrated to create communication services. Network control is centralized to become directly programmable
IT virtualization technologies are not yet forecasted to be used on the network domain (no hypervisor or orchestrator). No significant effort is yet engaged for separating network data and control planes
First trials are engaged (for example, use of an hypervisor for provisioning a Virtual Network Function (VNF), orchestrating a reduced number of VNFs via a manager)
An elastic virtualization infrastructure is in place. Vendor-independent orchestration environments are live, allowing intelligent workload management. NFV infrastructure implementation allows managing VNF lifecycle and assurance
More advanced hypervisor capabilities are available. VNFs scaling is done via traffic analysis and associated metrics. Orchestration deals with multi-vendor VNFs and is scalable and elastic
Scaling, automation, and virtualization spreads across all components. Artificial Intelligence enablers allow network elements to self-learn and diagnose. Data gathered and analyzed by controllers architecture allow efficient end-to-end network programming
16.3. Network functions are decoupled from dedicated hardware devices and allows network services that are carried out by routers, firewalls, load balancers and other dedicated hardware devices to be hosted on virtual machines (VMs)
There is no separation between network hardware and software ("black box" pattern predominates)
A first level of commodity hardware is used on emerging SDN/NFV initiatives. Emerging services are hosted on this infrastructure
Hardware is about to be fully virtualized, bringing the benefits of an elastic infrastructure to roll-out a significant number of network services on it
New network functions are designed and developed in a "Cloud-ready" mode; associated services are thus systematically hosted on virtual machines. All this is being handled according pre-defined technology strategy, architecture and standards
A rich portfolio of network functions has been developed. They are fully decoupled from commodity hardware devices, allowing all new network services to be rolled out efficiently and quickly on virtual machines, and progressively migrating current siloed infrastructure. All this is being handled according pre-defined technology strategy, architecture and standards fully endorsed by projects
16.4. The organization is able to sell network as a service (NaaS)
Network-enabled digital services offerings do not exist or are very limited
Candidate use cases for implementing NaaS are being investigated and experimented
NaaS services business ambitions have been elaborated with marketing, leading to a limited number of implementation projects (for example, for B2B)
A business plan for NaaS services, including ROI, has been set up at the organization level. Beneficial use cases leveraging NaaS have been demonstrated on live projects. Lessons have been learned from these projects to optimize offerings, infrastructure, and services
SDN/NFV environment and architecture are fully stable, scalable, evolving, leveraging latest standards, with predefined integration with BSS/OSS environments (automated provisioning). New services are being designed, marketed, and quickly implemented taking into account this NFV/SDN "infrastructure excellence"
16.5. IT and network infrastructure is monitored, allowing rapid issues detection and resolution through event management
Less than 20% of IT infrastructure components are monitored, with automated issues detection and automated / guided fixing
Between 20% and 40% of IT infrastructure components are monitored, with automated issues detection and automated / guided fixing
Between 40% and 60% of IT infrastructure components are monitored, with automated issues detection and automated / guided fixing
Between 60% and 80% of IT infrastructure components are monitored, with automated issues detection and automated / guided fixing
Between 80% and 100% of IT infrastructure components are monitored, with automated issues detection and automated / guided fixing
16.6. Computing power is scalable, and handles any changes or updates to applications on top of the platform, as needed
Infrastructure scalability issues are managed on a per project basis, as a consequence of a low virtualization level
Virtualization capabilities are implemented and used by projects; elastic provisioning of resources is not yet available
A significant number of network services use virtualization and Cloud services, including elastic provisioning of resources, on top of commodity hardware. Guided or automated resizing of network and infrastructure is made possible based on analytics
Advanced Cloud infrastructure capabilities have been developed as part of the business strategy. NFV/SDN projects leverage these capabilities using efficient DevOps practices and tools
A joint IT and network Cloud implementation strategy, architecture, and masterplan are defined, implemented, known by all, and used by all NFV/SDN projects, using DevOps practices. This use is monitored to incrementally scale and evolve infrastructure services in an agile mode
17. Security
17.1. New digital projects follow a security by design methodology
Less than 20% of all new development projects follow a security by design methodology
Between 20% and 40% of all new digital projects follow a security by design methodology
Between 40% and 60% of all new digital projects follow a security by design methodology
Between 60% and 80% of all new digital projects follow a security by design methodology
More than 80% of all new digital projects follow a security by design methodology
17.2. Multi-tenant offerings to third parties support secure isolation
Less than 20% of multi-tenant offerings to third parties support secure isolation
Between 20% and 40% of multi-tenant offerings to third parties support secure isolation
Between 40% and 60% of multi-tenant offerings to third parties support secure isolation
Between 60% and 80% of multi-tenant offerings to third parties support secure isolation
More than 80% of multi-tenant offerings to third parties support secure isolation
17.3. The organization has a cyber threat escalation plan
The organization has a very basic cyber threat escalation plan in place
Varied cyber threat escalation plans are in place across the organization
Standard cyber threat escalation plans are in place, communicated and followed across the majority of the organization
Standard cyber threat escalation plans are in place, communicated and followed across the entire organization
Standard cyber threat escalation plans are in place, communicated and followed across the entire organization. Plans are reviewed regularly and updated to keep up with emerging cyber threats
17.4. The organization has a cyber threat resolution plan
The organization has a very basic cyber threat resolution plan in place
Varied cyber threat resolution plans are in place across the organization
Standard cyber threat resolution plans are in place, communicated and followed across the majority of the organization
Standard cyber threat resolution plans are in place, communicated and followed across the entire organization
Standard cyber threat resolution plans are in place, communicated and followed across the entire organization. Plans are reviewed regularly and updated to keep up with emerging cyber threats
17.5. The organization has a cyber threat mitigation plan.
The organization has a very basic cyber threat mitigation plan in place
Varied cyber threat mitigation plans are in place across the organization
Standard cyber threat mitigation plans are in place, communicated and followed across the majority of the organization
Standard cyber threat mitigation plans are in place, communicated and followed across the entire organization
Standard cyber threat mitigation plans are in place, communicated and followed across the entire organization. Plans are reviewed regularly and updated to keep up with emerging cyber threats
17.6. The organization has security measures that constantly monitor for and respond to new cyber-attacks quickly
Minimal security measures monitor and respond to some cyber-attacks
Security measures monitor and respond to some cyber-attacks
Security measures anticipate most sensitive candidate cyber-attacks and implement associated real-time monitoring and response measures accordingly
Security measures anticipate both sensitive and less sensitive candidate cyber-attacks and implement associated monitoring and response measures accordingly (real-time or not depending on threat level)
Security measures monitor and respond to any cyber-attack in real-time
17.7. The organization has data science solutions to support thwarting cyber-attacks
Minimal data science solutions are in place to thwart cyber-attacks
Some data science solutions are in place to thwart cyber-attacks but require manual investigation
Data science solutions are in place to automatically thwart cyber-attacks
Advanced data science solutions are in place that can thwart cyber-attacks in real-time
Advanced data science solutions are in place that incorporate machine learning to thwart both present and predicted cyber-attacks in real-time
18. Technology Architecture
18.1. Overall technology strategy aligns to the overarching business strategy including portfolio offerings to customers
Technology adoption is driven by project opportunities, considering the most relevant technologies. Consequence is a wide diversity of technologies deployed across the organization
Technologies standardization is a concern within the organization, translated into an ongoing initiative to rationalize technologies. A few new projects feed an emerging technology strategy
Technology strategy is formalized and communicated within the organization. It's driven by business strategy and market technology evolutions. Project compliance is checked to identify major misalignments
Technology strategy is formalized, maintained through a formal lifecycle, and communicated. It's strongly inspired and justified by business strategy and market technology standards. Project compliance is checked with feedback loop to update it
Technology strategy is formalized, maintained through a formal agile lifecycle, widely communicated, and known by everyone. It's strongly inspired and justified by business strategy and market technology standards. Project compliance is checked and decisions taken accordingly
18.2. A services oriented architecture (SOA) is in place that is self-service on-demand, elastically scalable, self-healing, measurable, resilient, and decoupled from infrastructure
SOA awareness is low, only a few services are being implemented on a per project basis
A dedicated team has been setup to develop SOA oriented awareness, architectures, practices, and technologies across the company. A few projects are onboarded
A SOA architectural style is part of the technology strategy. A dedicated team updates it to implement relevant new requirements for digital business (for example, self-service on-demand, elastically scalable, self-healing, measurable, resilient, decoupled from infrastructure). A few key projects have been identified to implement over time
A SOA architectural style is part of the technology strategy. Its implementation is handled by a dedicated team. Measurable objectives have been set on its key characteristics for serving digital business and key projects implement them. Architecture reviews track project compliance
As mandatory part of the technology strategy, SOA wide scale implementation is a project by itself. Measurable objectives have been set on its key characteristics for serving digital business and a roadmap has been set up accordingly. Architecture reviews track project compliance and decisions are taken accordingly
18.3. Architecture supports both existing and future cloud solutions (multi-tenant, public, private, hybrid, on/off premise), open APIs, micro-services and platforms
Basic virtualization is implemented in new projects, with no specific push on Open APIs, micro-services, or platform based patterns (only opportunistic adoption on a per-project basis)
The company is aware of current and forthcoming disruptions on Cloud solutions, open APIs, micro-services and platform based patterns. A few new projects implement them in order to distill lessons for wider deployment
Architecture strategy to support existing and future cloud solutions, open APIs, micro-services and platform based patterns is described. Associated requirements are part of a few new key projects, specifically followed to distil lessons learned
Architecture strategy and requirements to support existing and future cloud solutions, open APIs, micro-services and platform based patterns are described, road mapped, and implemented in most new projects. Early adopter projects are specifically followed-up on to distill lessons learned
Architecture strategy and requirements to support existing and future cloud solutions, open APIs, micro-services and platform based patterns are described, widely communicated, road mapped, and systematically implemented in new projects. Early adopter projects are specifically followed up on to distill lessons learned and enrich the strategy. A plan for migrating legacy infrastructure has been setup
18.4. Architecture enables adoption and contribution to the open source communities
Less than 20% of digital projects have adopted open source software components
Between 20% and 40% of digital projects have adopted open source software components
Between 40% and 60% of digital projects have adopted open source software components, with significant contribution to associated communities
Between 60% and 80% of digital projects have adopted open source software components. Contribution to associated communities is strong
More than 80% of digital projects have adopted open source software components, with leadership in contribution to associated communities
18.5. Flexible and fast end-to-end (E2E) integration exists across all necessary systems. Technology platforms are optimized for scalability and have the ability to respond to fluctuations
An E2E view has not yet been developed. Digital projects leverage ad hoc infrastructure, with required scalability capabilities to handle peak loads
E2E integration architecture and tools are described. Virtualization capabilities are implemented and used by digital projects. Elastic provisioning of resources is not yet available
E2E integration architecture is part of technology strategy. A significant number of digital projects use advanced Cloud capabilities, including elastic provisioning of resources
E2E integration architecture is a major piece of technology strategy. New digital projects use a wide range of DevOps tools and processes, based on Cloud best practices (for example continuous integration, automated provisioning) and exist on top of an existing elastic Cloud infrastructure
E2E integration architecture is a major piece of technology strategy. Almost all digital projects use DevOps tools and processes, (for example, continuous integration, automated provisioning) taking the best of Cloud services, provided by an existing and evolving elastic Cloud infrastructure
19. Agile Change Management
19.1. The organization adheres to well defined change governance structure, operating model, roles, responsibilities and escalation paths across the organization in an agile way
The organization reacts continuously to fulfill digital changes but with neither formal digital governance structure nor clear digital operating model
Loosely defined digital operating models with digital change governance structure by functions exist, but with limited roles and responsibilities identified with no formalized escalation paths
Functionalized digital operating model and digital change governance structure exist with functional roles, responsibility and formalized but manual escalation paths
An integrated digital operating model with cross functional digital change governance structure is established with cross functional digital roles, responsibilities and automated escalation
There is a well-defined digital change governance structure and digital operating model with clear digital roles, responsibilities and automated escalation across the organization
19.2. Digital governance structure emphasizes self-organizing cross-functional collaboration that is responsive to the digital strategy
There is partial or no self-organizing capability at a functional level with a need for coordination across multiple functions tied to the digital strategy
There is tactical self-organizing capability at functional levels with ad-hoc coordination across multiple functions tied to the digital strategy
The organization actively self-organizes in response to changes at a functional level with coordination across functional roles tied to the digital strategy
The organization self-organizes across functions with loosely defined cross-functional collaboration processes tied to the digital strategy
The organization self-organizes with cross-functional collaboration and proactively responds to digital strategy changes
19.3. The organization translates business requirements into technical changes according to the strategic management needs in a responsive manner
The organization struggles to translate all business requirements into technical changes in time
The organization struggles to translate some business requirements into technical changes
The organization actively translates most business requirements into technical changes but lacks an integrated alignment with strategy
The organization proactively translates all business requirements into technical changes, with a good understanding of the strategy
The organization proactively translates all business requirements into technical changes with a feedback loop that drives the strategy
19.4. Digital operations requirements are consistently and continuously planned and rolled out through an agile process
Digital operations requirements are inconsistently planned, and roll-out uses ad-hoc project management methods
Digital operations requirements are somewhat consistently planned, and roll-out teams exhibit some consistent agile habits
Digital operations requirements are consistently planned with ad-hoc iteration and roll-outs using agile methods
Digital operations requirements are consistently and continuously planned with almost all roll-outs using agile methods
Digital operations requirements are consistently and continuously planned with all roll-outs using agile methods
19.5. The organization intelligently designs and simulates digital changes while continuously assessing impact on business and all stakeholders (including customers)
There is manual design of digital changes with no capability to simulate them for impact on business and stakeholders
The organization applies digital intelligence to select design changes with partial simulation and manual assessment of impact
The organization repeatedly applies intelligence to design and simulates changes with partially automated impact assessment
The organization repeatedly applies intelligence to design and simulate changes with semi-automated impact assessment
The organization continuously applies intelligence to all design and simulation of changes, with fully automated impact assessment
19.6. The organization uses automated test beds and user groups that mimic true use cases to assess and ascertain quality assurance before deployments
Manual test-beds with ad-hoc user groups and tactically defined test scenarios are used to test use cases. The organization plans to introduce automation
Semi-automated test beds with ad-hoc user groups and well defined test scenarios exist to test use cases
There are automated test beds with pre-defined user groups, but case by case test scenarios are used to test use cases
There are automated test beds with pre-defined user groups and standardized test scenarios used to test use cases
There are automated test beds with intelligent user groups, and pre-established test scenarios are used to test use cases
19.7. The organization has achieved automated monitoring of change management across all processes and applies cognitive technologies to continuously iterate process performance improvement
There is manual monitoring of all processes with no formal process performance improvements in place
There is automated monitoring of some processes performance with no formal process performance improvement
There is automated monitoring of all processes performance with a formalized but not iterative process for performance improvement
There is automated monitoring of all processes performance with periodic use of cognitive technologies for performance improvement
There is automated monitoring of all processes performance with consistent use of cognitive technologies to iteratively improve process performance
19.8. All changes are authorized digitally according to established governance, with timely deployment in alignment to the strategic management needs
Sometimes some changes are authorized digitally before deployment but not always on time and within budget
Low to medium priority changes are digitally authorized and deployed on time with some budget exceptions. High and critical changes require physical authorization with repeated attempts to align to strategic management needs
Low to high priority changes are digitally authorized with most deployed on time with periodic budget overruns. Critical changes require physical authorization with repeated attempt to align to strategic management needs
All changes are digitally authorized and deployed in time, within stringent finance and investment plans and narrow margins of defect management. Most are aligned to strategic management needs
All changes go through digital authorization and are deployed in time within well stipulated investment and finance plans that foster innovation. Strategic management needs are fully aligned and iteratively delivered
19.9. The organization automatically prioritizes and manages version changes across the digital ecosystem
Manual prioritization and versioning is in place for critical changes
Some manual prioritization along with some automated version control is in place for some changes
Semi-manual prioritization along with automated versioning is in place for most changes
Semi-automated prioritization with automated versioning is in place for all changes
Automated prioritization with automated versioning is in place for all changes
19.10. The organization is able to effectively rollback any change based on digital governance and change management policies with zero touch
The organization sifts through digital and physical logs to plan roll-back to changes, and manually performs roll-back actions with scripts or manual consoles
The organization sifts through digital logs to plan roll-back to changes, and performs roll-back actions with automated scripts or consoles
The organization uses automated tools to identify roll-back requirements and prepares roll-back process, with automated roll-back execution using automated scripts
The organization automatically detects all changes and provides all roll-back scenarios with limited automation of roll-back actions. Unauthorized changes have semi-automatic exception reports sent as per the governance policies
The organization automatically detects all changes and provides all roll-back scenarios with full automation of roll-back actions. Unauthorized changes have automated exception reports sent as per the governance policies
19.11. The organization manages all data related to changes using cognitive technologies to assure integrity of the digital ecosystem to avoid risks and exposure
Changes to data and migrations are uni-versioned and performed manually using basic digital tools and following simple laid out processes
Changes to data are done through limited automation tools across most applications. Roll backs are partially tested with manual deployments and performance monitoring
Changes to data are performed automatically as part of a digital deployment process across all applications. Rollbacks are tested with most deployments with simple digital performance monitoring tools
Changes to data and rollbacks are tested with every change deployment. Data performance is monitored and optimized using intelligent tools continuously in an iterative manner
There is a fully functioning and intelligent release-to-release feedback loop of data management performance and deployment processes
20. Automated Resource Management
20.1. There is a mechanism to automatically identify and enforce the principle of "digital twin" by digitizing all relevant physical resources intelligently
An application exists for key resources and assets identification, but with manual intervention for digitization
An interactive application exists with identification of most resources and assets, but with semi-automated digitization
There is assisted automation of the identification of most resources and assets, with semi-automated digitization
There is full automation of the identification of all resources and assets, with semi-automated digitization
There is in place a mechanism to automatically identify all resources and assets and intelligently enforces digitization
20.2. There is a mechanism to digitally manage all assets and resources through their lifecycle responsively and enforces integrity across the ecosystem
Some asset and resource lifecycle management processes are achieved digitally, but not responsively and lacks consistent integrity checks
Some asset and resource lifecycle management processes are achieved digitally with limited responsiveness with assisted integrity checks
Most asset and resource lifecycle management processes are achieved digitally and somewhat responsive. Integrity checks are performed semi-automatically
All asset and resource management lifecycle steps are fully digital and somewhat responsive. Integrity checks are performed automatically
There is full, responsive digital management of all assets and resources. Integrity checks are performed automatically
20.3. There is a mechanism that intelligently identifies and digitizes asset and resource associations and relationships
The organization uses some limited assist-technologies to identify key asset and resource but digitizes the information manually
The organization uses assisted automation to identify key asset and resource associations with assisted digitization of the information
The organization uses assisted automation to identify some asset and resource associations in quasi real-time and digitizes the information correctively
A mechanism exists to intelligently identify most asset and resource associations in real-time and digitize the information proactively
An intelligent mechanism is used to identify all asset and resource relationships and associations in real-time and digitizes the information proactively
20.4. There is a mechanism to automatically perform live monitoring and tracking of resources - physical, virtualized or other
There is limited monitoring of key assets with manual-assisted tracking
There is limited monitoring of key assets with semi-automated tracking
There is monitoring of most assets with automated tracking
There is automated monitoring of most assets with automated tracking
There is a mechanism to automatically perform real-time monitoring and tracking of all resources
20.5. The mechanism has the capability to automatically audit all digital resources and assets across the ecosystem
A very limited scope in audits is automatically performed for only key digital assets
A limited scope in audits is performed automatically for most digital assets
Most of the scope in audits is performed automatically for all digital assets
All scope in audits is performed automatically for most digital assets and resources
All scope in audits is performed automatically for all digital assets and resources
20.6. A comprehensive mechanism is in place to automatically orchestrate and manage relationship and lifecycle linkages between all assets and/or resources according to business rules intelligently
The organization uses limited tools to orchestrate and manage partial relationships and link lifecycles between key assets and/or resources according to very limited business rules
The organization uses comprehensive tools to orchestrate and manage most relationships and link lifecycles between key assets and/or resources to meet key business rules
Comprehensive tools automatically orchestrate and manage most relationships and link lifecycles between key assets and/or resources to meet key business rules
Comprehensive tools automatically orchestrate and manage most relationships and lifecycle linkages between key assets and/or resources to meet key business rules using limited AI capabilities
Comprehensive tools automate the orchestration and management of relationship and lifecycle linkages between all assets and/or resources according to business rules using advanced AI capabilities
21. Integrated Service Management
21.1. The organization uses digital mechanisms to automatically align and map business and technology service capacities, capabilities and processes.
Basic and ad-hoc digital mechanisms are used re-actively to align some business and technology service processes/capabilities/capacities but with manual mapping
Basic standard digital mechanisms are used reactively to align and map business and technology service processes/capabilities/capacities, but with no metrics
Smart and standardized digital tools are used proactively to align and map business and technology service processes/capabilities/capacities, with some foundational metrics
Smart digital mechanisms are used to quantitatively and proactively map and align business and technology service processes/capabilities/capacities, with targeted focus
Highly intelligent digital mechanisms are used to quantitatively and iteratively align, map and improve business and technology service processes/capabilities/capacities, strategically
21.2. The organization has achieved an integrated digital service design aimed at agile service delivery across the digital ecosystem.
Siloed digital service designs based on unpredictable, reactive and unrepeatable service delivery exists
The organization functionally manages digital service design with no standard service delivery approach and limited repeatability
The organization defines a collaborative digital service design approach for functional integration and responsive service development lifecycle management
The organization proactively emphasizes the collaborative design of digital services with responsive service development lifecycle management and shared metrics across the ecosystem
The organization continuously optimizes and collaboratively improves the approach to digital service design with responsive service development lifecycle management and shared metrics across the ecosystem
21.3. The organization establishes standard digital operations processes and policies aimed at business enablement across all digital contexts
Digital operations processes are ad-hoc across all digital contexts with no dedicated design
Digital operations processes are partly standardized reactively for some digital contexts with no user-centered research
Digital operations processes are proactively applied to most digital contexts using open standards and some feedback mechanisms
Digital operations processes are proactively applied to all digital contexts using open standards and open collaboration with closed-loop feedback mechanisms
Digital operations processes are continuously applied to all digital contexts using open standards and open collaboration with closed-loop feedback mechanisms
21.4. The organization has implemented zero-touch intervention across the digital ecosystem interactions.
Basic implementation of zero-touch intervention is achieved
Early but ad-hoc opportunities with implementing zero-touch intervention is achieved
Systematic and metric based zero-touch intervention is achieved
Institutionalized and portfolio based implementation of zero-touch intervention is achieved
Adaptive implementation of zero-touch intervention is achieved
21.5. The organization can digitally orchestrate and integrate digital work flows through intelligent service portfolio management systems seamlessly
Nascent and ad-hoc digital orchestration with very limited or no integration of digital work flows exists. There is limited data to plan service portfolio management
Has a mechanism to provide limited digital orchestration with managed integration of digital work flows and is beginning to use data to manage for service portfolio management
Has a mechanism to extended digital orchestration with managed integration of digital work flows and uses data to predictively manage the service portfolio management
Has a mechanism to provide advanced digital orchestration with managed integration of digital work flows and uses data to prescriptively manage the service portfolio management
Is leading innovation in digital orchestration with managed integration of digital work flows and uses cognitive technologies to manage the service portfolio
21.6. The organization actively uses an integrated, unified and digitized service catalog across all external and internal services
Ad-hoc uses of integrated, unified and digitized service catalogs occur
There are uses of digitized service catalogs in some internal functions but they are not unified and integrated across the digital ecosystem
The organization is beginning to adopt an integrated, unified and digitized service catalog internally for all services
The organization effectively uses an integrated, unified and digitized service catalog for all internal and some external services
The organization effectively uses and continuously updates an integrated, unified and digitized service catalog for all internal and external services
21.7. The organization actively employs a responsive digital security management model, approach and processes for operations
There is no formal digital security management model/, approach, or processes with coordinated programs and controls
The organization is developing digital security management approaches, processes with limited roles established and some reactive controls, but with informal communications
The organization has defined a digital security management model, approach and process with roles, more proactive controls and minimal verification, but is still over-reliant on individual efforts
The organization has formalized a digital security management model, approach and process with full complement roles, proactive controls, verifications, feedback loops and compliance management, but with partial automation
The organization has actively formalized digital security management and collaboratively employs a comprehensive model, approach processes, roles, controls, verification, feedback loops, and compliance management to iteratively automate operations
21.8. The organization automates assurance of service quality management needs of stakeholders in a timely fashion.
Minimal and basic scripts are used to reactively assist assurance of some service quality management steps, but with limited remediation-based monitoring
Limited procedure-driven scripts are used reactively to enable assurance of some service quality management problems, with non-standard metrics and limited remediation based monitoring
There is systematic and smart use of procedure-driven rules and events with standardized metrics to support assurance of service quality management, but with limited proactiveness
Institutionalized and policy driven automation is used to assure service quality management proactively with extensive use of metrics to prioritize and respond
There is adaptive use of policy-driven automation to predictively assure service quality management with leading metrics to measure, predict, and prescribe new end-state service quality
21.9. The organization uses cognitive technologies for incident and problem management workflows
There is adoption of some ad-hoc and limited cognitive technologies for basic steps in incident or problem management
There is strategic use of some cognitive technologies to react to basic processes in incident and problem management
There is the use of some cognitive technologies to predict and manage incident and problem management workflows
There is full use of cognitive technologies to prescriptively manage incidents and problem management workflows
There is innovative use of cognitive technologies to orchestrate incidents and problem management workflows
21.10. The organization employs active collaboration through openness of processes, applications and data across the digital ecosystem
The organization is in an exploratory stage in employing collaboration and openness in managing processes, applications and data
There is a defined state of collaboration with clearly discovered areas for open collaboration and exploring metrics to manage collaboration
The organization reactively collaborates with some open processes, applications and data
The organization is actively adapting digital collaboration principles with an open culture across processes interactions; application use; and data exchange across the ecosystem
The organization actively promotes openness and adopts collaboration and sharing across the ecosystem with feedback into digital strategy, digital governance, digital goals and objectives.
22. Real-time Insights and Analytics
22.1. There exists an ecosystem wide multi-disciplinary team for analytics and insights quality management
Little or no cross-discipline teams are established for analytics and insights quality management
Limited cross-discipline teams are established for analytics and insights quality management
The organization is adopting multi-discipline teams to support analytics and insights quality management
The organization is realizing multi-discipline teams to drive analytics and insight quality management
A multi-discipline team is leading analytics and insights quality management
22.2. The organization performs timely collection, correlation and analysis of all types of data (Big Data) for digital business, technical and operations insights
The organization struggles, with frequent failure, to collect or correlate or analyze data for business, technical or operations management
The organization struggles, with occasional fulfilment within required times, to collect, correlate and analyze some types of data across business, technical and operations management to meet time expectations
The organization is adopting timely collection, correlation and analysis of most data for business, technical and/or operations management
The organization actively achieves timely collection, correlation and analysis of all data for business, technical and/or operations management
The organization is leading the business in proactively finding, collecting, correlating and analyzing all data to fully drive business, technical and/or operations management
22.3. The organization is able to automatically manage streaming data across all digital sources in accordance to established data governance needs
The organization is beginning to define automation needs for streaming data for mostly basic digital sources, but with no standard data governance established
Limited automation is applied to manage streaming data across some digital sources, with partly standardized and established data governance
The organization is adopting extensive automation to manage streaming data across most digital sources, but with partly standardized data governance established
The organization is realizing automated management of streaming data streaming across all digital data sources, with established data governance
The organization fully automates the management of streaming data and iteratively identify new sources of digital data across the ecosystem with well-established data governance
22.4. Users are conversant with the ability to use digital tools to mine all data as well as analyze and find insights relevant to their digital focus areas
There is very limited use of digital tools by technical teams to mine, analyze and find insights from some data
There is somewhat limited use of digital tools by some business and technical teams to mine, analyze and find insights from some data
There is adoptive use of self-service digital tools by most business and technical teams to mine, analyze and find insights from most data
There is realized use of self-service digital tools by all users to mine, analyze and find insights from most data
There is full use of self-service digital tools by all users to mine, analyze and find insights from all data
22.5. The organization applies business rules and algorithms to data to learn and model high level abstractions for all operations
The organization is beginning to define business rules and algorithms to learn and model some data
The organization is implementing foundational business rules and algorithms to learn and model some key data
The organization is adopting enhanced and smart business rules and algorithms to learn and model most key data
The organization is realizing smart policy led business rules and algorithms to learn and model all data
The organization fully applies policy based business rules and algorithms to learn and model all data iteratively
22.6. Users are able to derive and use real-time insights themselves to manage digital ecosystem activities and performance
Users are beginning to derive and use some limited forms of real-time insights, with assistance, to handle simple and basic digital ecosystem activities and performance
Users are increasingly deriving and using expanded forms of real-time insights, with little assistance, to handle limited and basic digital ecosystem activities and performance
Users are increasingly adopting expanded forms of real-time insights, with assistance, to handle limited digital ecosystem activities and performance
Users are increasingly realizing extensive forms of real-time insights themselves to handle operational and complex digital ecosystem activities and performance
Users are fully able to manage real-time insights themselves to fully handle all digital ecosystem activities and performance
22.7. There exists the capability to use data to discover digital trends and causes in real time
The organization is beginning to define the capability for real-time data-led discovery of digital trends and causes
The organization is implementing some capability for real-time data-led discovery of key digital trends, but with limited real-time analysis on causes
The organization is adopting real-time data use in discovering key digital trends and causes
The organization is realizing complex capabilities in real-time use of data to actively discover many digital trends and causes
There is full use of real-time data to actively and extensively discover digital trends and causes to manage future actions
22.8. The organization is able to use data to manage future digital "events" (example incidents, campaigns, security, risks) in real-time
The organization is beginning to identify and define the use data in some basic areas to plan future digital events
The organization is applying data to manage future digital events and supports design of event processes in somewhat real-time, but capability is limited
The organization is adopting use of data to plan, design, analyze and improve future digital "events" semi real-time with a well-established capability
The organization is realizing use of data to plan, design, analyze and improve future digital "events" in real-time
The organization is using data to plan, design, analyze and improve future digital "events" in real-time
22.9. The organization advances real-time prescriptive analytics across all business and technical activities to influence future outcomes
The organization is beginning to define real-time prescriptive analytics to influence future outcomes
The organization is applying limited real-time prescriptive analytics in some areas to understand a limited scope of future outcomes
The organization is adopting real-time prescriptive analytics in some areas to manage future outcomes
The organization is realizing real-time prescriptive analytics in most areas to manage future outcomes
The organization is advancing real-time prescriptive analytics to manage and influence future outcomes
22.10. The organization advances real-time predictive analytics to adapt digital business (example e-commerce, mobile banking), and technical (example automation, orchestration, virtualization, configuration, provisioning) , actions
The organization is beginning to define real-time predictive analytics requirement to enable drive some limited set of digital business / technical actions
The organization is applying limited real-time predictive analytics to offer limited changes to directly improve some digital business / technical actions
The organization is adopting real-time predictive analytics to proactively take digital business / technical actions
The organization is realizing real-time predictive analytics to iteratively execute and improve digital business / technical actions
The organization is advancing real-time predictive analytics to actively adapt current and shape future digital business / technical actions
22.11. Results of all data analysis and insights are trusted all the time with no deviation and rework
The organization is beginning to define trust factors for data analysis and insights
The organization is applying a set of limited but defined trust factors for data analysis and insights, but results are mostly contested with high deviation and rework
The organization is adopting well-defined factors of trust for data analysis and insights. Results are periodically contested with modest deviations and rework
The organization is adopting highly defined factors of trust to for data analysis and insights. Results are periodically verified with minimal deviations and seldom rework
Well-defined factors of trust are applied to data analysis and insights. Results are trusted with well-factored-in and acceptable deviations and no rework
22.12. The organization learns from analytics and insights and continuously optimizes digital processes and workflows
The organization is beginning to identify learning principles for reactively optimizing digital processes and workflows
The organization is applying learning principles to actively optimize some digital processes and workflows
The organization is adopting principles that makes learning a proactively iterative habit to optimize most digital processes and workflows
The organization is actively learning and institutionalizing functional experience to continuously optimize most digital processes and workflows
The organization is leading the industry in collaboratively learning and institutionalizing experience cross-functionally to continuously optimize and enhance digital processes and workflows
23. Smart and Adaptive Process Management
23.1. The organization discovers, defines and develops processes for exceptional digital journey engagement and digital experience
Basic processes are discovered and defined or developed ad-hoc to begin delivering digital engagement, but lack complete user journey integration
Foundational processes are discovered, defined and developed with some alignment to best practices in design guidelines for limited digital engagement experience and limited user journey awareness
Competitive processes are discovered, defined and developed with alignment to best practices in design guidelines for rich experience of digital engagement that is aware of user journeys
Differentiating processes are discovered, defined and developed with alignment to best practices in design guidelines for a rich and seamless digital engagement experience across full user journeys
Innovative processes are continuously discovered, defined and developed with alignment to best practices in design guidelines for an exceptional experience across full user journeys
23.2. The organization integrates and executes digital processes in collaboratively agile and transparent ways across work flows
Ad-hoc or very limited digital process integration and execution exists across parts of work flows, but with low transparency
There is managed but basic best-practice led digital process integration and execution across most parts of work flows, with medium transparency
There is defined use of best practices in digital process integration and responsive execution across full work flows, with relatively high transparency
There is collaborative use of best practices in digital process integration and responsive execution across full work flows, with high transparency and shared metrics
The organization is collaboratively leading development of best practices and iteratively integrating them, while responsively executing the process for full work flows with openness
23.3. The organization applies data-based cognitive intelligence to digitally manage and control processes and process lifecycle
The organization is beginning to use data to reactively manage but not fully control processes and process lifecycle
The organization uses data to reactively manage and control processes and process lifecycle
The organization uses data to anticipate, manage and control processes and process lifecycle
The organization uses data to prescribe (example advise and authorize), manage and control processes and process lifecycle
The organization uses data to orchestrate instrument actions across workflows, manage and control processes and process lifecycle
23.4. The organization automatically executes processes with seamless handover across stakeholders, work flows and ecosystem functions
Ad-hoc scripts are run to automate and execute sub-functional processes with procedure driven handover
Opportunistic scripts are run to automate and execute cross-functional processes with semi-automated handover
The organization uses systemic automation based on rules and events to execute processes with semi-automated cross-functional handover
Institutionalized execution of processes is automated based on policy with automated handover across functions
Institutionalized and adaptive execution of processes is automated based on policy with automated handover across functions
23.5. The organization automatically monitors and reports on process performance
The organization uses ad-hoc script-based monitoring or reporting of some sub-process performance activities
There are well-defined and earmarked scripts that are manually described with embedded metrics based on specific pain point sub-process performance metrics
Systemic automation based on performance metrics are used in monitoring and reporting on end-to-end process performance
Institutionalized automation with semi-adaptive performance metrics are used in monitoring and reporting on end-to-end process performance
Institutionalized automation with fully-adaptive performance metrics correlating to real-time business capacity are used for monitoring and reporting
24. Standards and Governance Automation
24.1. The organization has well-defined and implemented digital ecosystem controls, operating policies and management procedures that align to its strategy
The organization has a basic, limited definition and implementation of digital ecosystem controls, operating policies, and procedures that are not well aligned with strategy
The organization has limited but enhanced definitions or implementations of digital controls, operating policies and procedures. Alignment to strategy is reactive
The organization has extensive and enhanced definitions and implementations of digital controls, operating policies and procedures, with managed alignment to strategy
The organization is actively defining and testing new definitions and implementations of digital controls, operating policies and procedures, which are iteratively managed and optimized with a feedback loop to the strategy
The organization is leading the advancement of definitions and iterative implementation of digital controls, operating policies and procedures in a proactive manner with a design thinking approach to digital strategy alignment
24.2. The organization iteratively establishes and applies leading digital standards and governance based on industry trends
The organization is beginning to apply some digital governance guidelines and adopting some digital standards
The organization is applying key digital governance guidelines and adopting most digital standards
The organization is managing digital governance guidelines and applying digital standards as and when ratified by the industry
The organization is actively defining and operationalizing digital governance guidelines and occasionally influences standards development to support industry evolution. It occasionally adopts and applies leading standards iteratively
The organization is evolving digital governance guidelines and influencing standards development to lead industry evolution. It adopts and applies leading standards iteratively with a design thinking mindset
24.3. The organization has digital performance, risk management and escalation performed automatically with mapped responsibilities
The organization has some assisted automation in place for some digital performance and risk management needs, but escalation is ad-hoc with no clear responsibility matrix
The organization has automated some basic activities for digital performance and risk management. Escalations are in line with a functionally defined responsibility matrix
The organization integrates public and private practices and standards to meet most compliance requirements in a managed way
The organization integrates public and private practices and standards to meet all compliance requirements in a managed and responsive way
The organization works collaboratively with public and private groups to define best practices and standards and iteratively integrates them to exceed and influence compliance requirements
24.4. The organization quickly integrates public and private governance best practices and industry standards digitally to meet compliance needs
The organization tactically integrates some public and private practices and standards to meet basic compliance requirements in a limited way
The majority of the organization tactically integrates some public and private practices and standards to meet basic compliance requirements
The organization integrates public and private practices and standards to meet most compliance requirements in a managed way across the organization
The organization integrates public and private practices and standards to meet all compliance requirements in a managed and responsive way across the organization
The organization works collaboratively with public and private groups to define best practices and standards and iteratively integrates them to exceed and influence compliance requirements
24.5. The organization provides a digital interface to support legal, regulatory and compliance needs in real-time
A very limited digital interface or assisted digital interface exists to support compliance, legal, and regulatory requirements, but upon ad-hoc review
The organization provides a limited digital interface to support compliance, legal, and regulatory requirement on-demand, with partly established review mechanisms
The organization provides a digital interface to reactively support all compliance, legal, and regulatory requirements on-demand, using well-established end-to-end review mechanisms
The organization provides a digital interface to pro-actively support compliance needs, but on-demand for legal and regulatory compliance through a semi-automated end-to-end review mechanism
The organization provides a digital interface to support compliance, legal and regulatory requirements in real-time
24.6. The organization automatically enforces business-technology alignment referencing one ecosystem-wide digital architecture
There is limited or no automation to support basic business-technology alignment across the ecosystem. There is little or no standardized reference to any ecosystem-wide digital architecture
There is limited automation to support basic business-technology alignment that references part of any standardized ecosystem-wide digital architecture
There is limited automation to support business-technology alignment, but it follows a standardized ecosystem-wide reference digital architecture
There is extensive automation to support responsive business-technology alignment in reference to a standard ecosystem-wide digital architecture
There is extensive automation to enable and drive agile business-technology alignment with reference to a leading ecosystem-wide digital architecture
25. Culture
25.1. A deep, organizational wide understanding exists of the behaviors and beliefs displayed by the workforce so an ecosystem of practices has been developed to nurture digital maturity
Few, if any, specific practices have been developed to nurture digital maturity
Divisional, not enterprise wide, practices have started to get developed to nurture digital maturity
A <= 3 year enterprise wide effort exists to develop practices to nurture digital maturity
A 3 to 7 year enterprise wide effort exists to develop practices to nurture digital maturity
A 7+ year enterprise wide effort exists to develop practices to nurture digital maturity
25.2. Leadership actively and effectively communicates the digital strategy, its reasons, progress and engages regularly with the workforce to gather feedback and ideas for improvement
Little, if any, communication comes from leadership on the digital strategy and no formal or informal feedback loop
Leadership communicates at least quarterly with the workforce on the digital strategy and informal feedback is possible
Leadership communicates once a month with the workforce on the digital strategy and a formal feedback mechanism exists
Leadership communicates at least semimonthly with the workforce on the digital strategy and formal feedback is recurring
Leadership communicates at least once a week, with the workforce on the digital strategy and formal feedback is ongoing
25.3. The workforce understands the digital transformation goals and are empowered to achieve them recognizing the value to the customers, company, team and themselves
Workforce doesn't understand the digital transformation goals so are not yet empowered to achieve them
Workforce is starting to understand the digital transformation goals, but are not yet empowered to achieve them
Workforce understands the big picture digital transformation goals and are partially empowered to achieve them
Workforce understands the digital transformation goals in more detail and are partially empowered to achieve them
Workforce thoroughly understands the digital transformation goals and are fully empowered to achieve them
25.4. The workforce supports the shared values enabling the digital strategy and consistently applies these in communications and execution
Workforce doesn't understand the digital strategy enabling values so can't use them in communications and execution
Workforce starting to grasp the digital strategy enabling values so uses them infrequently in communications and execution
Workforce working to understand the digital strategy enabling values and using them often in communications and execution
Workforce understands the digital strategy enabling values and uses them frequently in communications and execution
Workforce understands the digital strategy enabling values and uses them consistently in communications and execution
25.5. The workforce embraces beliefs that are consistent with being digital including an innovation focus, calculated risk-taking and normalizing learning from both success and failure
The organization is not digital so little to no innovation, calculated risk-taking and normalizing learning from success and failure exists
Digital focus seeded so innovation and risk-taking emerging and minimal learning from success and failure
Digital focus rooting so some innovation and calculated risk-taking and learning from success and failure is starting
Digital focus practiced so innovation and calculated risk-taking and formalizing learning from success and failure
Digital focus internalized so innovation and calculated risk-taking and systematizing learning from success and failure
26. Leadership and Governance
26.1. Leaders with a clear understanding of the digital strategy exist throughout the organization to proactively sense any disruption and enable the organization to respond quickly
The organization does not understand the digital strategy so is not able to sense disruption or respond
Leaders are starting to understand the digital strategy, but struggle to sense disruption and respond
Leaders are understanding the digital strategy so are starting to be able to sense disruption, but responses are slow
Leaders understand the digital strategy so are usually able to sense any disruption and are now responding more quickly
Leaders have internalized the digital strategy so can always sense disruption and respond proactively
26.2. Digital roles and responsibilities are well defined so that accountability exists across all levels of the organization from leadership to the working teams
Digital roles and responsibilities aren't well defined so minimal to no accountability exists across the organization
Digital roles and responsibilities are starting to get defined, but still minimal accountability across the organization exists
Digital roles and responsibilities are becoming clearer so accountability across the organization is growing
Digital roles and responsibilities are defined so accountability across the organization, while not perfect, is strong
Digital roles and responsibilities are well defined so accountability across the organization is optimized at all levels
26.3. Governance for enabling digital transformation is well defined, understood by the organization and can be described as responsive, sound and timely to minimize any disruption
Governance for enabling digital transformation has not been defined so is not understood by the organization
Governance for enabling digital transformation is starting to be defined, but is not yet understood by the organization
Governance for enabling digital transformation is being defined so is becoming better understood by the organization
Governance for enabling digital transformation is defined so is understood and contributing to the organization
Governance for enabling digital transformation is internalized so is well understood and positively impacting the organization
26.4. Strong and innovative governance enables the workforce to execute and deliver the digital transformation strategy where efficacy and efficiency are emphasized over hierarchy
Governance for enabling digital transformation has not been defined and decision making is hierarchical
Governance for enabling digital transformation is starting to be defined and decision making is still hierarchical
Governance for enabling digital transformation is somewhat defined and decision making is becoming less hierarchical
Governance for enabling digital transformation is defined and decision making is more collaborative and innovative
Collaborative and innovative decision making is so well internalized that the organization has moved beyond governance
26.5. While both leadership and management are necessary to enable digital maturity, leadership is preferred and more highly valued
Management driven focus on digital maturity so leadership is relatively non existent in this process
Management driven focus on digital maturity, but leadership is being introduced into the process
Management driven focus on digital maturity, but the impact of leadership is becoming better understood
Leadership driven focus on digital maturity surpasses management, but the transition is a work in progress
Leadership driven focus on digital maturity prevails, but management is still leveraged when needed
27. Organizational Design and Talent Management
27.1. Each and every division has a well defined mission statement and objectives aligned to achieving the organization's digital strategy
Less than 20% of the divisions are adhering to a mission statement and objectives aligned to the organization's digital strategy
Between 20% and 40% of the divisions are adhering to a mission statement and objectives aligned to the organization's digital strategy
Between 40% and 60% of the divisions are adhering to a mission statement and objectives aligned to the organization's digital strategy
Between 60% and 80% of the divisions are adhering to a mission statement and objectives aligned to the organization's digital strategy
More than 80% of the divisions are adhering to a mission statement and objectives aligned to the organization's digital strategy
27.2. The organization works in an "open collaboration" manner to align, plan and execute the digital strategy
The organization is not familiar with what working in an open collaboration manner means so does not understand or practice it
The organization is becoming familiar with working in an open collaboration manner so starting to understand and practice it
The organization grows more familiar with working in an open collaboration manner so better understands and practices it
The organization understands what working in an open collaboration manner is so understands and practices it consistently
The organization has internalized what working in an open collaboration manner is fully ingrained in their daily working habits
27.3. The organization identifies and acquires the skills to achieve the digital transformation strategy including training, internal / external recruitment and scaling up / down as needed
The organization does not have the ability to identify and acquire the skills to achieve the digital transformation strategy
The organization is starting to learn to identify and acquire the skills to achieve the digital transformation strategy
The organization has established a digital skills training program as well as a plan to increase hiring digital skill sets
The organization's digital skills training program has taken root and it's executing hiring digital skill sets
The organization has internalized its digital skills training program and hiring of digital skill sets
27.4. The organization leverages innovative work structures to address skill and talent needs to achieve the digital transformation
The organization rarely trains employees when new skills are required and rarely, if ever, hires new skill sets
The organization is reactive in training employees when new skills are required as well as in hiring new skill sets
The organization offers training for employees when new skills are required and will occasionally hire new skill sets
The organization proactively trains employees when new skills are required and complements the training with new hires
The organization has an integrated, innovative approach to training employees and hiring new ones to develop talent
27.5. The organization develops as a learning organization with the ability to continually learn how to most effectively and efficiently meet and exceed the digital transformation objectives
The organization is not a learning organization so not ready to learn how to most effectively meet the digital transformation objectives
The organization is getting familiar with the concept of a learning organization so can start preparing for becoming one
The organization is starting to adopt the concept of a learning organization so working on overcoming the challenges to becoming one
The organization is actively working to become a learning organization and starting to realize the benefits of becoming one
The organization has become a learning organization so fully realizing the benefits by exceeding the digital transformation objectives
28. Workforce Enablement
28.1. A variety of digital appliances are available and accessible to the workforce to facilitate completing its work effectively
Few, if any, digital appliances are available for the workforce so they aren't nearly as effective as they could be
Some digital appliances are available to facilitate the workforce becoming more effective, but it is haphazard
Digital appliances are available to facilitate the workforce becoming more effective and some planning has taken place
Digital appliances are widely available to facilitate the workforce becoming more effective and more planning has taken place
Digital appliances are ubiquitous to facilitate the workforce becoming more effective and they complement each other
28.2. Comprehensive assets are available and easily accessed on digital platforms that can be utilized by the workforce
Few, if any, assets are available on digital platforms so are not readily accessible
Some assets are available on digital platforms so can be accessed more readily
Assets are available on digital platforms and an initial effort has been made to organize them for easier access
Assets are widely available on digital platforms and better organized to simplify access
Assets are ubiquitous on digital platforms and well organized to simplify access
28.3. Innovative digital platforms are in place for the workforce to facilitate organizational wide knowledge management via collaborating, crowdsourcing, learning, sharing, etc.
Few, if any, digital platforms are in place for the workforce to facilitate any form of knowledge management
Some digital platforms are in place, but not well organized so it is hard for the workforce to facilitate knowledge management
Digital platforms are in place for the workforce to start facilitating organizational wide knowledge management
Digital platforms are in place for the workforce to further facilitate organizational wide knowledge management
Innovative digital platforms are in place for the workforce to facilitate organizational wide knowledge management
28.4. The workforce works together and remotely, including telecommuting, and can access all work content from multiple devices
Workforce has challenges collaborating when remote as well as accessing work content across multiple devices
Collaborating remotely as well as accessing work content across multiple devices is starting to be addressed
Enabling remote collaboration and accessing work content across multiple devices is advancing
Remote collaboration and accessing work content across multiple devices is widespread
The workforce can work well together and remotely as access exists to all work related content across all devices
28.5. Investment is made to develop the workforce's abilities to deliver the digital transformation and grow organizational maturity
Minimal, if any, investment to develop abilities to deliver the digital transformation and grow maturity
Initial investment to develop abilities to deliver the digital transformation and grow maturity
Some investment to develop abilities to deliver the digital transformation and grow maturity
Substantial investment to develop abilities to deliver the digital transformation and grow maturity
Optimal investment to develop abilities to deliver the digital transformation and grow maturity
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Digital transformation maturity self assessmentDigital transformation maturity self assessment