E-Business Maturity Benchmark 2008
       Start optimizing your E-Business organization
                 using the E-Busin...
Agenda

    »           Making sense of it all:
                Introduction to the model and
                general find...
»Making sense of it all



3   E-Business Maturity Benchmark 2008 Seminar
»The E-Business Maturity Model …



4   E-Business Maturity Benchmark 2008 Seminar
»Covers 5 stages of maturity …



5   E-Business Maturity Benchmark 2008 Seminar
Management & Organization                         Infrastructure




»And 4 key areas of the organization!


          Pro...
»The E-Business Maturity Model handles only
    the organizational aspect of E-Business
» Recommendation: Evaluate strateg...
»Key findings



8   E-Business Maturity Benchmark 2008 Seminar
»E-Business objectives



9   E-Business Maturity Benchmark 2008 Seminar
»Marketing firmly in control of E-Business



10   E-Business Maturity Benchmark 2008 Seminar
»Measuring contribution is still not common
     practice
» Analysis: Only 16% of organizations see E-Business contribute
...
»Acquiring sufficient budgets remains
     a main concern
» Recommendation: Intensify cooperation with other
     projects...
»Decentralized and direct channel
     organizations have the largest teams
» Recommendation: For decentralized teams, exa...
»E-Business Benchmark 2008 results



14   E-Business Maturity Benchmark 2008 Seminar
»E-Business not seen as strategic at
     organization level
» Analysis: Organizations do not unlock their E-Business
    ...
16   E-Business Maturity Benchmark 2008 Seminar
Conclusions                                      Recommendations
 » Strategic value of E-Business not              » Lever...
»Utilities surprisingly leads the way



18   E-Business Maturity Benchmark 2008 Seminar
19   E-Business Maturity Benchmark 2008 Seminar
Conclusions                                       Recommendations
 »   People & Culture category shows a             »   I...
»Government & Education trails as they face
     challenges in delivering the promise of
     online government


21   E-B...
22   E-Business Maturity Benchmark 2008 Seminar
Conclusions                                      Recommendations
 » Vision & Strategy scores relatively            » Clari...
»Financial services maturity is IT driven and
     needs to pay attention to alignment



24   E-Business Maturity Benchma...
25   E-Business Maturity Benchmark 2008 Seminar
Conclusions                                      Recommendations
                                                  » Work ...
»E-Business drivers and inhibitors



27   E-Business Maturity Benchmark 2008 Seminar
»Industry determines: but standards are often
     set in other sectors



28   E-Business Maturity Benchmark 2008 Seminar
»Management commitment drives E-Business
     maturity
» Recommendation: Senior management needs to take
     ownership of...
»Customer focused organizations embrace
     E-Business sooner



30   E-Business Maturity Benchmark 2008 Seminar
»Centralized E-Business teams are most
     mature
» Analysis: Decentralized E-Business struggles with leadership,
     go...
»E-Business keeps struggling to make IT
     happen
» Recommendation: Start differentiating between short and long
     te...
»Back to basics in 2009:
     target, sell, service is the focus!



33   E-Business Maturity Benchmark 2008 Seminar
»Start optimizing your E-Business
     organization: key conclusions



34   E-Business Maturity Benchmark 2008 Seminar
Conclusion




»Strategy
» E-Business risks being in a functional silo, without sufficient
     support in the organizatio...
Conclusion




»Governance
» Cross-departmental alignment remains the main challenge,
     organizations struggle with lea...
Conclusion




»Leadership
» Encouragement of top management is a prerequisite for
     alignment but is running behind in...
Conclusion




»Integration
» Lack of clear governance and responsibilities at departmental
     level causes E-Business p...
Conclusion




»Performance measurement
» Measuring E-Business contribution and costs is still not
     common practice: 3...
Conclusion




»Alignment
» Organizations struggle to make IT happen. Departments are
     able to work together at a plan...
Conclusion




»People and Culture
» Employees usually are willing to embrace E-Business, but are
     looking for managem...
»Start optimizing your E-Business
     organization: recommendations



42   E-Business Maturity Benchmark 2008 Seminar
Recommendation




»Verify
» If current maturity is in line with strategic business objectives,
     online strategies and...
Recommendation




»Build sponsorship
» And involvement at senior and operational level by showing the
     real value of ...
Recommendation




»Clarify ownership
» Also review governance and ownership for all customer facing
     processes. Make ...
Recommendation




»Bridge the gap
» Between departments, specifically marketing and IT. Establish a
     cross department...
Recommendation




»Invest in performance measurement
» Include cross-channel measurement metrics to determine the
     re...
Recommendation




»Specify competences
» Invest in developing in house E-Business competencies (cross
     departments).
...
Recommendation




»Contemplate re-organizing
» Start differentiating between short and long term projects,
     (re)organ...
»           For this presentation I have made
             use of a lot of pictures
 »           Some of them came from th...
For more information please contact:

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E-Business Maturity Benchmark 2008 key findings

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Summary of the key findings of the Atos Consulting E-Business Maturity Benchmark 2008.

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E-Business Maturity Benchmark 2008 key findings

  1. 1. E-Business Maturity Benchmark 2008 Start optimizing your E-Business organization using the E-Business Maturity Model Gijsbert van der Sleen, Rudy Taels, Philip Könings Utrecht, 5 March 2009
  2. 2. Agenda » Making sense of it all: Introduction to the model and general findings » E-Business Benchmark 2008: Results and Sectors » Start optimizing your E-Business Organization: Conclusions and recommendations » Let’s get started! 2 E-Business Maturity Benchmark 2008 Seminar
  3. 3. »Making sense of it all 3 E-Business Maturity Benchmark 2008 Seminar
  4. 4. »The E-Business Maturity Model … 4 E-Business Maturity Benchmark 2008 Seminar
  5. 5. »Covers 5 stages of maturity … 5 E-Business Maturity Benchmark 2008 Seminar
  6. 6. Management & Organization Infrastructure »And 4 key areas of the organization! Processes People & Culture 6 E-Business Maturity Benchmark 2008 Seminar
  7. 7. »The E-Business Maturity Model handles only the organizational aspect of E-Business » Recommendation: Evaluate strategy and current channel performance with regards to maturity. 7 E-Business Maturity Benchmark 2008 Seminar
  8. 8. »Key findings 8 E-Business Maturity Benchmark 2008 Seminar
  9. 9. »E-Business objectives 9 E-Business Maturity Benchmark 2008 Seminar
  10. 10. »Marketing firmly in control of E-Business 10 E-Business Maturity Benchmark 2008 Seminar
  11. 11. »Measuring contribution is still not common practice » Analysis: Only 16% of organizations see E-Business contribute over 25% to turnover, 35% do not measure at all! 11 E-Business Maturity Benchmark 2008 Seminar
  12. 12. »Acquiring sufficient budgets remains a main concern » Recommendation: Intensify cooperation with other projects/departments to co-fund projects. 12 E-Business Maturity Benchmark 2008 Seminar
  13. 13. »Decentralized and direct channel organizations have the largest teams » Recommendation: For decentralized teams, examine governance and competences to be as effective as possible. 13 E-Business Maturity Benchmark 2008 Seminar
  14. 14. »E-Business Benchmark 2008 results 14 E-Business Maturity Benchmark 2008 Seminar
  15. 15. »E-Business not seen as strategic at organization level » Analysis: Organizations do not unlock their E-Business potential 15 E-Business Maturity Benchmark 2008 Seminar
  16. 16. 16 E-Business Maturity Benchmark 2008 Seminar
  17. 17. Conclusions Recommendations » Strategic value of E-Business not » Leverage the positive culture yet seen at organizational level towards E-Business » Potential of E-Business is not » Invest more in developing in house utilized across departments. E-Business competencies (cross departments) » Lack of competencies are a main barrier to successfully realizing E- » Communicate successful projects of Business potential. E-Business as showcases to exchange knowledge 17 E-Business Maturity Benchmark 2008 Seminar
  18. 18. »Utilities surprisingly leads the way 18 E-Business Maturity Benchmark 2008 Seminar
  19. 19. 19 E-Business Maturity Benchmark 2008 Seminar
  20. 20. Conclusions Recommendations » People & Culture category shows a » Invest in establishing a compelling Vision significant disjoint. Competencies and & Strategy for E-Business across the communications are underdeveloped organization. Risk of E-Business not compared to their sector’s overall maturity getting enough attention due to required level the ICT & Infrastructure dimension is organizational restructuring projects most mature » Improve communication across the organization, focusing on E-Business success, value for the customers and the entire organization » Enhance E-Business competences by setting up cross-functional E-Business training, include E-Business targets in personal development plans 20 E-Business Maturity Benchmark 2008 Seminar
  21. 21. »Government & Education trails as they face challenges in delivering the promise of online government 21 E-Business Maturity Benchmark 2008 Seminar
  22. 22. 22 E-Business Maturity Benchmark 2008 Seminar
  23. 23. Conclusions Recommendations » Vision & Strategy scores relatively » Clarify impact on own organization low: Analysis: government sector and set up roadmap accordingly encounters difficulties translating » Clarify Governance and Leadership national legislation to organizational and set goals for Process Integration level. and Performance management to gain control over initiatives » Contemplate innovative initiatives outside current IT Infrastructure to build Competencies and Culture and show results 23 E-Business Maturity Benchmark 2008 Seminar
  24. 24. »Financial services maturity is IT driven and needs to pay attention to alignment 24 E-Business Maturity Benchmark 2008 Seminar
  25. 25. 25 E-Business Maturity Benchmark 2008 Seminar
  26. 26. Conclusions Recommendations » Work on establishing an E-Business » Maturity is IT driven but scores lower Vision & Strategy from a business on IT and E-Business alignment. perspective, focusing on the strategic » Vision & Strategy is stuck at value of E-Business at an departmental level. organizational level » Focus on getting correct metrics, E- » Customer orientation and (lack of) Business needs to show added value encouragement of top managers are cross organization inhibitors for E-Business maturity. » Improve cross departmental E- Business process integration » Quick wins: Improve internal competencies and communication 26 E-Business Maturity Benchmark 2008 Seminar
  27. 27. »E-Business drivers and inhibitors 27 E-Business Maturity Benchmark 2008 Seminar
  28. 28. »Industry determines: but standards are often set in other sectors 28 E-Business Maturity Benchmark 2008 Seminar
  29. 29. »Management commitment drives E-Business maturity » Recommendation: Senior management needs to take ownership of E-Business. 29 E-Business Maturity Benchmark 2008 Seminar
  30. 30. »Customer focused organizations embrace E-Business sooner 30 E-Business Maturity Benchmark 2008 Seminar
  31. 31. »Centralized E-Business teams are most mature » Analysis: Decentralized E-Business struggles with leadership, governance and competencies. 31 E-Business Maturity Benchmark 2008 Seminar
  32. 32. »E-Business keeps struggling to make IT happen » Recommendation: Start differentiating between short and long term projects, (re)organize IT accordingly. 32 E-Business Maturity Benchmark 2008 Seminar
  33. 33. »Back to basics in 2009: target, sell, service is the focus! 33 E-Business Maturity Benchmark 2008 Seminar
  34. 34. »Start optimizing your E-Business organization: key conclusions 34 E-Business Maturity Benchmark 2008 Seminar
  35. 35. Conclusion »Strategy » E-Business risks being in a functional silo, without sufficient support in the organization, leading to clear-cut inefficiency and insufficient utilization of the E-Business potential. 35 E-Business Maturity Benchmark 2008 Seminar
  36. 36. Conclusion »Governance » Cross-departmental alignment remains the main challenge, organizations struggle with leadership, governance and competencies. 36 E-Business Maturity Benchmark 2008 Seminar
  37. 37. Conclusion »Leadership » Encouragement of top management is a prerequisite for alignment but is running behind in most sectors. Senior management needs to step up and take ownership of E- Business. 37 E-Business Maturity Benchmark 2008 Seminar
  38. 38. Conclusion »Integration » Lack of clear governance and responsibilities at departmental level causes E-Business process integration to struggle. 38 E-Business Maturity Benchmark 2008 Seminar
  39. 39. Conclusion »Performance measurement » Measuring E-Business contribution and costs is still not common practice: 35% of organizations do not measure E- Business contribution at organizational level. 39 E-Business Maturity Benchmark 2008 Seminar
  40. 40. Conclusion »Alignment » Organizations struggle to make IT happen. Departments are able to work together at a planning stage, but have much more difficulties in aligning the nitty gritty of the different (and differing) processes. 40 E-Business Maturity Benchmark 2008 Seminar
  41. 41. Conclusion »People and Culture » Employees usually are willing to embrace E-Business, but are looking for management to lead the way. Insufficient competencies and internal support to develop them, poses a main barrier to successfully realizing E-Business potential. 41 E-Business Maturity Benchmark 2008 Seminar
  42. 42. »Start optimizing your E-Business organization: recommendations 42 E-Business Maturity Benchmark 2008 Seminar
  43. 43. Recommendation »Verify » If current maturity is in line with strategic business objectives, online strategies and meets performance criteria. Benchmark against external parties but be careful in choosing them, include other customer groups and sectors. 43 E-Business Maturity Benchmark 2008 Seminar
  44. 44. Recommendation »Build sponsorship » And involvement at senior and operational level by showing the real value of E-Business for the organization. 44 E-Business Maturity Benchmark 2008 Seminar
  45. 45. Recommendation »Clarify ownership » Also review governance and ownership for all customer facing processes. Make ownership transparent throughout the whole organization. Leverage the positive culture towards E-Business to do this. 45 E-Business Maturity Benchmark 2008 Seminar
  46. 46. Recommendation »Bridge the gap » Between departments, specifically marketing and IT. Establish a cross departmental steering team. Work on creating an integrated roadmap. Pay attention to improving E-Business process integration and Business & IT alignment. 46 E-Business Maturity Benchmark 2008 Seminar
  47. 47. Recommendation »Invest in performance measurement » Include cross-channel measurement metrics to determine the real value for the organization. Continually measure E-Business performance and take corrective action where needed. 47 E-Business Maturity Benchmark 2008 Seminar
  48. 48. Recommendation »Specify competences » Invest in developing in house E-Business competencies (cross departments). 48 E-Business Maturity Benchmark 2008 Seminar
  49. 49. Recommendation »Contemplate re-organizing » Start differentiating between short and long term projects, (re)organize IT accordingly and/or contemplate outsourcing either. 49 E-Business Maturity Benchmark 2008 Seminar
  50. 50. » For this presentation I have made use of a lot of pictures » Some of them came from the internet » Thank you for the inspiration! »Thanks 50 E-Business Maturity Benchmark 2008 Seminar
  51. 51. For more information please contact: Gijsbert van der Sleen Principal Consultant t +31 6 51 366 308 gijsbert.vandersleen@atosorigin.com Atos Consulting Papendorpseweg 93 3528 BJ Utrecht www.atosconsulting.com Atos, Atos and fish symbol, Atos Origin and fish symbol, Atos Consulting, and the fish itself are registered trademarks of Atos Origin SA. July 2008 © 2008 Atos Origin. Confidential information owned by Atos Origin, to be used by the recipient only. This document or any part of it, may not be reproduced, copied, circulated and/or distributed nor quoted without prior written approval from Atos Origin.

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