Digital Transformation Checklist with value levers

1. Copyright @2021 Blue Leopard LLC. All rights reserved
Digital Transformation Checklist
I. Observations
• Digital Innovation
− The business value of a digital innovation increases as you progress from
Product/Services to Processes and ultimately to Digital Business Models.
• It is not a digital transformation without a digital culture
• Digital transformation is a business transformation
• Digital transformation is non-linear and depends on speed, flexibility and iteration
• Digital transformation is more about talent and less about technology
• Maximum benefits are derived when processes are also digitized
• Data is the “fuel” that powers all digital tools and processes
• Technology is not neutral – governance and ethical frameworks are critical
• Understand and account for the intersection of digital and physical worlds
II. Checklist
• The below checklist is not all inclusive, it is intended to highlight critical elements
during a digital transformation.
A. Digital Transformation Strategy
A1.1. Strategy
• Clear vision defined
• Clear goals defined
☐ YES ☐ NO
☐ YES ☐ NO
A1.2. Strategy for digital transformation
• Clear understanding of how and where to leverage digital innovation
• Clear idea of how to support business objectives with digitization
• Funding model in place (how to fund initiatives)
• Starting point defined
• Priorities identified
• Plan for sequencing of functions, departments and business units
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO

2. Copyright @2021 Blue Leopard LLC. All rights reserved
B. Process
B1.1 All processes that will be digitized identified ☐ YES ☐ NO
B1.2 Completed process definition and workplan
• End-to-end
• Break down by-channel
• Manual vs. automated process rationalization
• Replacement of complicated processes (simplification)
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
C. People
C1.1 Digital Expertise
• Availability of necessary visionary/innovative skills within the company
to define the right digital strategy
• Internal personnel have necessary digital skills for future state
☐ YES ☐ NO
☐ YES ☐ NO
C1.2 Roles and Responsibilities during initiative
• Initiative executive champion(s) identified
• Initiative leader(s) identified
• Cross-functional team identified
• All cross-functional team members have time allocated to initiative
• Individuals responsible for executing within initiative identified
• Individuals that approve actions within initiative identified
• Individuals that need to be consulted identified
• Individuals that need to be kept informed identified
• Individuals that need to be consulted Identified
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
C1.2 Roles and Responsibilities post-initiative
• Initiative executive champion identified
• Digital leader(s) identified
• Functional roles defined
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
C1.3 Operating model post-initiative
• Operating model defined ☐ YES ☐ NO
C1.4 Compensation
• Compensation for digital operating model defined ☐ YES ☐ NO
C1.5 Third Parties
• Role of third-parties post-initiative defined
• Compensation framework for third parties defined
☐ YES ☐ NO
☐ YES ☐ NO
D. Technology
D1.1 Technology strategy
• Technology vision defined
• Technology goals defined
• Technology roadmap
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
D1.2 Operational Capabilities
• Security policies and protocols defined
• Disaster recovery plan defined
• Support plan defined
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
D1.3 Legacy Systems
• All legacy systems catalogued
• Legacy systems to be decommissioned identified
• Legacy systems that will be maintained
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
D1.4 Digital Technologies
• All “incoming” digital technologies identified (cloud, mobile, wireless)
• Digital technology deployment sequence determined
• Interoperability standards defined
• API strategy defined
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO

3. Copyright @2021 Blue Leopard LLC. All rights reserved
D1.5 Digital Technology Vendors
• Digital technology vendors identified
• Evaluation framework defined
• Evaluation resources secured (internal, consultants & analysts)
• Contracting strategy defined
• SLA strategy defined
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
E. Data
E1.1 Data Quality & Governance
• Data transformation requirements defined
• Data quality standards defined
• Data flows and timing mapped
• Data governance defined
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
E1.1 Data Analytics
• Lagging indicators defined: descriptive, diagnostic & discovery
• Leading indicators defined: predictive & prescriptive
• Do KPIs and analytics tell a story?
• Do KPIs and analytics provide a roadmap to accomplish goals?
• Do KPIs and analytics trigger action?
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
F. Culture
F 1.1 Culture
• Commitment to digital culture
• Cognitive aspects of digital identified
☐ YES ☐ NO
☐ YES ☐ NO
F1.2 Cultural Behaviors
• Key behaviors clarified
− Internal vs. external focus
− Central control vs. delegation
− Risk aversion vs. boldness
− Stasis vs. innovation
− Rigidity vs agility
− Planning vs. action
− Departmental focus vs. cross-functional teams
− Silos vs. collaboration
− Information hoarding vs. transparency
− Traditional vs. digital first
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
F1.2 Leading Change
• Case for change defined
• Change focus communicated
• Organizational alignment confirmed
• Impacts and risks defined
• New operating model communicated
• Performance enablement measures defined
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
☐ YES ☐ NO
Eric Siano is the managing director of Blue Leopard LLC. In his role, he helps firms
navigate the complexities of the digital landscape and transform their marketing, sales
and digital capabilities, processes and technologies.
You can reach Eric at:
eric.siano@blue-leopard-llc.com
Schedule a virtual coffee at:
https://calendly.com/eric-siano/meeting