E-Business Maturity Model 2.0 “ organizing for the e-future” Gijsbert van der Sleen September 2008

organizations have been on the road to e-business for quite some time now …

but e-business organization models and research on it, are from just after the start of the internet hype …

the most recent model is from 2001!

but e-business is never finished !

new developments continually arise, causing the maturity model to be adopted …

and we can safely say , that the world has changed considerably since 2001 …

just a few of the trends, which impact the e-business organization …

the social web The web is not just linking information The web is linking people trend 1 http://www.youtube.com/watch?v=6gmP4nk0EOE

shift of control prosumers : the consumer as supplier customers as source of information and inspiration customers as participant in product development (co-creation) customers as experts trend 2

convergence of media multi channel integration instant messaging location based services trend 3

decreasing time to market trend 4 online campaigning content management

full self service automation of customer contact trend 5

Apparently they are all working for the same customer … transparency trend 6

so , if the (online) world is changing dramatically …

how come the e-business maturity models did not change?

and what do all these changes mean for organizations??

in order to assess this the e-business maturity model 2.0 has been developed

some definitions …

e-business all customer facing business processes using internet technologies (HTML, XML, WAP, SMS, EDI, etc.)

the e-business maturity model …

is developed to help organizations identify …

where they are …

where they want to be …

and which factors need to be overcome …

to ensure that they get there …

five levels of e-business maturity are identified ...

based on the standard capability maturity model …

e-business unplanned e-business initiatives are ad hoc , unplanned and even chaotic . Few processes are defined , and success depends on individual effort essentially, the organization lacks the capability to meet commitments consistently level 1: initial

e-business aware basic e-business processes established necessary to repeat earlier successes the focus is on developing the capabilities of the organization, small central e-business group (usually part of marketing), e-business not yet part of planning process level 2: repeatable

e-business enabled central e-business strategy and planning process , towards a centralized model (IT and competences) best practices integrated into a common e-business process , deployed across the organization level 3: defined

e-business integrated level 4: managed enterprise orientation, e-business part of department plans and review cycle , p+l organized , departmental competence centers (ICT, marketing, etc.) detailed performance measures of the e-business process and applications collected , quantitatively understood and controlled

extended enterprise e-business focused on customers needs ( extended enterprise ), part of corporate strategy , towards decentralized e-business model continuous evaluation of e-business improvements enabled by quantitative feedback , piloting innovative ideas and technologies level 5: optimized

four key areas of the organization are covered …

combined , this leads to the e-business maturity model +

want to know what it looks like??

thought you might!

7 key recommendations integrate e-business goals and objectives on all levels of strategic and operational planning make ownership of e-business transparent throughout the whole organization build sponsorship and involvement at senior and operational level bridge the gap between different units in the organization, specifically marketing and IT integrate e-business in multi channel strategies specify the role and location of the e-business competences continually measure e-business performance and take corrective action where needed

integrate e-business goals and objectives on all levels of strategic and operational planning

make ownership of e-business transparent throughout the whole organization

build sponsorship and involvement at senior and operational level

bridge the gap between different units in the organization, specifically marketing and IT

integrate e-business in multi channel strategies

specify the role and location of the e-business competences

continually measure e-business performance and take corrective action where needed

more information? © 2007 - Atos Consulting - Gijsbert van der Sleen – gijsbert.vandersleen@atosorigin.com http://www.maxx-online.nl

For more information please contact: Gijsbert van der Sleen Principal Consultant m +31 (0)6 51 366 308 E: [email_address] B: http://maxx-online.nl L: http://www.linkedin.com/in/gvdsleen