Digital Transformation Details
This survey will help you understand how your company ranks in innovation within your industry
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1. There is little to no true priority given to digital beyond supporting basic digital marketing and "bare essentials" transactional capabilities.2.3. There is leadership and vision around digital, but it's not fully supported or prioritized.4.5. Digital is defined as critical to the future, and leadership prioritizes accordingly.
1. There is basically no vision, we just react as we must, year by year.2.3. There are various elements of digital vision for various areas of the business, but they don’t form a cohesive whole.4.5. There is a compelling vision for a unified digital experience and how it needs to evolve over the next few years
1. Not iterative. We have annual or semi-annual "big bang" releases, and the world is moving much faster than we are.2.3. Somewhat iterative. There is a reasonably effective process for requirements, definition, and prioritization; but the pace is moderate.4.5. Very iterative. There is a defined and effective process for prioritizing new digital capabilities and bringing them to market. Digital platforms have frequent releases.
1. Our technology platforms are a major barrier. Our competitiveness is compromised, because our systems can’t support capabilities we need.2.3. Our technology was not really designed for the world we find ourselves operating in, but we make it work by using workarounds and hacks4.5.Our technology stack has effective separation of logic, data, and presentation. It is flexible and helps us bring new ideas to market.
1. Our systems aren't capable of doing this on any significant scale, or we choose not to.2.3. We connect with certain partners in limited ways, but it doesn't yet have a major impact on our business.4.5. We connect in real time to a large ecosystem of partners in ways that drive significant additional revenue and value for our customers.
1. Any information we have about our customer is stale. We don’t gain actionable insight from our digital properties’ metrics.2.3. We have an understanding of who our customers are, but we don’t fully understand their behavior. We collect key metrics for our digital properties, but much of it isn’t analyzed.4.5. We have excellent insight into our customers and an ongoing process to keep this insight fresh. Our digital platforms let us quickly detect changes in consumer interaction.
1.Big new ideas aren’t really something the company solicits in any meaningful way. Very few people are thinking about ideas to "change the game", and the company is very risk averse.2.3. There is a substantial team of innovators who are charged with constantly looking for new ideas and developing them. Outside that team, it’s business as usual.4.5. Everyone in our company is on the lookout for new ideas to help our business thrive and delight our customers. There are clear methods for capturing new ideas and participation is rewarded.
1. How effectively does your company’s current operating model empower digital vision and execution?2.3. We have individual silos with strong digital talent, effective organizational structures, and good outcomes. But, we have challenges coordinating across silos.4.5. We have the talent and structures we need to drive effective digital vision and execution. All groups effectively work together towards a shared digital vision.
1. We store customer data, but cannot access it to view the customer’s behavior or take actions that improve their experience.2.3. We store a lot of customer data and utilize it in some isolated ways, but we're not at a point where we have a truly personalized experience.4.5. We collect detailed data about each customer or prospect and use it to offer an experience that is highly personalized and significantly enhances the customer experience.
1. We are willing to use digital to sell or market our products or provide customer service. However, our core revenue model and value proposition does not change.2.3.We have a track record of developing new businesses that are truly centered around a digital customer value proposition. However, our largest business areas use "pre-digital" revenue models.4.5. We are constantly looking for new ways digital can empower our business. We are not held back by the fear of threatening our current revenue models when we see a better opportunity.
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