The Digital Barometer: gauging maturity By: Rob Mettler

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The Digital Barometer: gauging maturity By: Rob Mettler

  1. 1. R E A D Y ? A S S E S S I N G D I G I T A L M A T U R I T Y Jonathan Sullivan @jpsullivan J BOYE PHILADELPHIA 14
  2. 2. Not being digital is hazardous to your health (care) http://i.huffpost.com/gen/1435422/thumbs/o-KATHLEEN-SEBELIUS-facebook.jpg
  3. 3. Not being digital is hazardous to your business http://daindunston.com/wp-content/uploads/DSC_0239.jpg
  4. 4. How can we become digital?
  5. 5. Buy it? http://www.adobe.com/solutions/digital-marketing.html
  6. 6. If you build it, they may not come http://www.architectural-review.com/pictures/636xAny/3/3/2/1300332_20110603_mdnphoto_architectural_review001.jpg
  7. 7. Get a consultant? http://www.smartdogdigital.com/wp-content/uploads/2010/06/your-loyal-digital-consultant.jpg
  8. 8. You might get a report http://www.nchomeless.org/wp-content/uploads/2014/03/short_reports.jpg
  9. 9. How can we become digital?
  10. 10. R E C I P E • Defined goals, objectives, strategy, plan, metrics • Organizational alignment • Team (internal and external) • Technology • Content • Governance http://www.siedahmitchumdesigns.com/new/wp-content/uploads/2013/07/Ingredients.jpg
  11. 11. How do we stack up? http://media.npr.org/assets/img/2013/01/04/rocks061-7134abedf7062fdb5ae4011a6326bb21060bd483-s6-c30.jpg
  12. 12. Digital maturity models http://www.talkorigins.org/faqs/homs/evolve.jpg
  13. 13. D I G I T A L M A T U R I T Y M O D E L S • PA Consulting Digital Barometer • Forrester Digital Maturity Model • Capgemini Digital Maturity • Sitecore Customer Experience Maturity Assessment • Adobe Digital Marketing Maturity Assessment
  14. 14. M O D E L D I M E N S I O N S • Context • Organization, People & Culture • Customers • Technology • Processes • Metrics http://www.howardmodels.com/Architectural-Scale-Models/RTKL-shangri-la/pic1.jpg
  15. 15. – P A C O N S U L T I N G D I G I T A L B A R O M E T E R “It looks like you are at the start of your journey … good luck.” http://digitalbarometer.paconsulting.com
  16. 16. – F O R R E S T E R D I G I T A L M A T U R I T Y M O D E L “You must focus on communicating and evangelizing the digital strategy … while establishing robust governance and customer-centric digital metrics …” http://www.forrester.com/Enhance+Your+Digital+Capabilities+With+The+Digital+Maturity+Model/fulltext/-/E-RES112901
  17. 17. – C A P G E M I N I “Digital Beginners do very little with advanced digital capabilities.” http://www.capgemini.com/resource-file-access/resource/pdf/The_Digital_Advantage__How_Digital_Leaders_Outperform_their_Peers_in_Every_Industry.pdf
  18. 18. – S I T E C O R E C U S T O M E R E X P E R I E N C E M A T U R I T Y M O D E L “You are an Initiator. Your organization has a brochure website with e-mail and analytics.” http://www.sitecore.net/Resources/Customer-Experience-Maturity-Assessment/Questionnaire.aspx
  19. 19. – A D O B E D I G I T A L M A R K E T I N G M A T U R I T Y M O D E L “1 out of 5 – ‘nuff said.” http://adobemarketingpro.com/#/marketing/start?s_osc=701a0000002IxXcAAK&s_iid=701a0000002IxXXAA0
  20. 20. Where does this leave us? http://1.bp.blogspot.com/-SxlYQdYb2eM/Ur1xiNrw4II/AAAAAAAAFlU/M8WiS2PieO4/s1600/RoadAhead.png
  21. 21. © PA Knowledge Limited 2014 21 SO HOW ARE MATURITY MODELS USED…
  22. 22. © PA Knowledge Limited 2014 22 Where are companies now compared to where they want to be 17% 21% 27% 17% 10% 4% 3% 7% 0% 2% 7% 19% 33% 32% 0% 5% 10% 15% 20% 25% 30% 35% Digital Dabbling (1) 2 3 4 5 6 Digitising Tomorrow(7) 32. Where are you now? 33. Where do you want to be? Dabbling in digital Digitising today Digital tomorrow • No channel integration • Heavily marketing biased • Me-too services • Minimal desire to change • Minimal people with digital skills • Multi-channel e.g. on-line, mobile and phone • Some new digital customer services • Self service, zero-touch transactions • Have a digital strategy • Digital operations added to organisation • Omni-channel operations • Major growth and new revenues • Business strategy is digital strategy • Organisation is re-structured to be digital – new operating models
  23. 23. © PA Knowledge Limited 2014 23 Where are companies now compared to where they want to be PA Digital Barometer Data based on (270 Respondants) 17% 21% 27% 17% 10% 4% 3% 7% 0% 2% 7% 19% 33% 32% 0% 5% 10% 15% 20% 25% 30% 35% Digital Dabbling (1) 2 3 4 5 6 Digitising Tomorrow(7) 32. Where are you now? 33. Where do you want to be? Dabbling in digital Digitising today Digital tomorrow • No channel integration • Heavily marketing biased • Me-too services • Minimal desire to change • Minimal people with digital skills • Multi-channel e.g. on-line, mobile and phone • Some new digital customer services • Self service, zero-touch transactions • Have a digital strategy • Digital operations added to organisation • Omni-channel operations • Major growth and new revenues • Business strategy is digital strategy • Organisation is re-structured to be digital – new operating models
  24. 24. © PA Knowledge Limited 2014 24 Who is driving digital inside your business/institution? PA Digital Barometer Data based on (270 Respondants) 19% 13% 26% 12% 5% 5% 20% 0% 5% 10% 15% 20% 25% 30% The CEO The board Marketing IT Operations Customer service Other
  25. 25. © PA Knowledge Limited 2014 25 We are easily able to evaluate and use our customer data PA Digital Barometer Data based on (270 Respondants) 30% 37% 24% 5% 4% 0% 5% 10% 15% 20% 25% 30% 35% 40% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree
  26. 26. © PA Knowledge Limited 2014 26 We have the right mindset to survive and thrive in the digital age PA Digital Barometer Data based on (270 Respondants) 21% 35% 20% 12% 11% 0% 5% 10% 15% 20% 25% 30% 35% 40% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree
  27. 27. © PA Knowledge Limited 2014 27 Our existing governance models are suitable for digital business PA Digital Barometer Data based on (270 Respondants) 32% 32% 20% 11% 4% 0% 5% 10% 15% 20% 25% 30% 35% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree
  28. 28. © PA Knowledge Limited 2014 28 COMPARING SECTORS
  29. 29. © PA Knowledge Limited 2014 29 Customers and opportunities drive change from the outside PA Digital Barometer Data: Overall Respondents(264) Financial Services (38) 81% 46% 31% 13% 51% 16% 5% 89% 53% 13% 29% 53% 16% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Customers Competitors Employees Shareholders Market opportunities Regulation Other Overall Average Financial Services
  30. 30. © PA Knowledge Limited 2014 30 All sectors struggle to deliver a seamless customer experience PA Digital Barometer Data: Overall Respondents(264) Financial Services (38) 35% 29% 23% 8% 4% 26% 34% 24% 11% 5% 0% 5% 10% 15% 20% 25% 30% 35% 40% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree Overall Average Financial Services
  31. 31. © PA Knowledge Limited 2014 31 Financial Services are using digital to target new customer segments with new propositions more than other sectors PA Digital Barometer Data: Overall Respondents(264) Financial Services (38) 28% 29% 22% 16% 6% 9% 33% 27% 27% 3% 0% 5% 10% 15% 20% 25% 30% 35% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree Overall Average Financial Services
  32. 32. © PA Knowledge Limited 2014 32 Financial Services have a better idea of how digital will transform their organisations PA Digital Barometer Data: Overall Respondents(264) Financial Services (38) 12% 24% 30% 23% 11% 8% 21% 21% 42% 8% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree Overall Average Financial Services
  33. 33. © PA Knowledge Limited 2014 33 DIFFERENT VIEWS
  34. 34. © PA Knowledge Limited 2014 34 We clearly understand how digital will transform our business/institution PA Digital Barometer Data: Overall Respondents(264) THE ORG (34) 12% 24% 30% 23% 11%12% 44% 38% 6% 0% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree Overall Average CarnivalTHE ORG
  35. 35. © PA Knowledge Limited 2014 35 Our leadership team understands digital PA Digital Barometer Data: Overall Respondents(264) THE ORG (34) 20% 30% 27% 14% 9% 15% 35% 41% 9% 0% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree Overall Average CarnivalTHE ORG
  36. 36. © PA Knowledge Limited 2014 36 Our technology is an enabler of digital business and we are not held back by legacy systems PA Digital Barometer Data: Overall Respondents(264) THE ORG (34) 39% 28% 17% 9% 7% 85% 12% 3% 0% 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 1 2 3 4 5 Disagree Slightly Disagree Neutral Slightly Agree Agree Overall Average CarnivalTHE ORG
  37. 37. © PA Knowledge Limited 2014 37 26. Importance for future (Mobile) PA Digital Barometer Data: Overall Respondents(264) THE ORG (34) 9% 2% 9% 27% 53% 0% 0% 9% 41% 50% 0% 10% 20% 30% 40% 50% 60% It is not important (1) 2 Not sure (3) 4 Very Important for the future (5) Overall Average CarnivalTHE ORG
  38. 38. © PA Knowledge Limited 2014 38 DISCUSS http://digitalbarometer.paconsulting.com
  39. 39. © PA Knowledge Limited 2014 39 JUST IN CASE SLIDES
  40. 40. © PA Knowledge Limited 2014 40 So what’s stopping them? Organisation culture/structure Lack of Digital Expertise Cost and Investment Legacy/Technological Constraints Limitations due to strategy Leadership buy-in Governance Lack of agility Prioritisation/focus/time Established market dynamics “Inertia in the parent organisation” “Understanding and buy in from SMT” “Lack of digital expertise to drive the investment” “Getting the leadership team to believe and act” “Getting agreement on the best way forward” Raw data from clients on slide 10
  41. 41. © PA Knowledge Limited 2014 41 1. Create the case for change  New opportunities, competitive threat or solution to regulation 2. Educate in the language of the business  Create the evidence base (numbers & customer) – what’s the value, revenue & profit 3. Re-boot the leadership  Create digital leadership at the top, is a CDO or a digital NED needed? 4. Look at it holistically across business  Mindset, culture and governance bigger barriers than legacy systems 5. It’s a journey, break it down to achievable chunks  Identify proof points (e.g. pilots) and focus on them, intercept annual planning 6. Create the A-Team to drive it  Drawn across disciplines, with senior sponsorship, consider skunk works activity 7. Continuously refresh  Ensure you’ve built in agility and stay on top of trends to ensure you keep on top of the perpetual pace of digital Seven key things to help organisations reach Destination Digital

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