Planning and Driving

a Digital Strategy This unpublished précis argues that, pending actualization of the Internet of Things, organizations must embrace the digital world if they are to survive and, preferably, thrive. Irrespective of the sector an organization is in, digitization enables fundamentally different ways for it to think about its clients, audiences, and partners, and to engage with them. Olivier Serrat 02/02/2015

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Organizational Performance in the Digital Age There is now overwhelming evidence—with more accumulating every day—that information and communication technology is a critical determinant of an organization's success. Digital, viz., content or communication that is delivered through the internet whether the user is on a desktop, laptop, or tablet computer, a mobile phone, or another device not yet invented, is no longer optional: pending actualization of the Internet of Things,1 organizations must embrace the digital world if they are to survive and, preferably, thrive. To boost efficiency and productivity, reduce transaction costs, and (above all) transform service delivery, organizations must seek to be digital by default. Irrespective of the "arena" an organization finds itself in, digitization enables fundamentally different ways in which to think about clients, audiences, and partners and, vitally, to engage them. Digitization—simple, clear, and fast—helps address and answer questions such as:

What are the expressed and latent needs of clients, audiences, and partners (not forgetting relationships and behaviors)?

How does one build products and services to better meet these needs?

How does one integrate these products and services into a digital strategy? (Conversely, how might a digital strategy conduce new, value-adding products and services?)

What are the organizational, directional, process-based, and information technology-related changes required to make the transition happen?

The Ambit of Digital Strategies

Rethinking. Organizations can no longer make the needs of clients, audiences, and partners fit existing arrangements with outdated one-size-fits-all approaches. Instead, they should characterize demand and build products and services around requirements. In the digital world, value-added springs from conceptualizing ecosystems and business models that redefine and upgrade organizational performance to meet demand. The key is to identify what value means to clients, audiences, and partners, and to deliver it.

Designing. Organizations that deploy successful digital strategies do not just address the needs of clients, audiences, and partners; with design thinking, they make out unarticulated wants and deliberately imagine, envision, and spawn futures; with digital engagement, they also harness clients, audiences, and partners and, at the peak of an increasing continuum of involvement, e.g., reached, interested, involved, and activated, get them to perform work (co-create) for bottom-up change that adds value on the organization's behalf.

Implementing. The internet, together with the social media and mobile applications that leverage it and boost it, have changed the way we search, connect, and collect. (Mobile applications, which materialized in 2008, are becoming increasingly prevalent across smartphone users.) Information and communication technology has also dramatically transformed the way organizations build brands. But, developing a digital strategy often requires that offline and online operations be integrated end-to-end; personnel must also be migrated to the online world.

Developing. In organizations, new digital skills and capacity are needed to successfully make the transition to the digital world. Organizational, directional, process-based, and information and communication technology-related changes must be effected to make the transition happen.

1 By 2020, according to Strategy + Business, about 50 billion devices will be connected to the internet. One third of

them will be computers, smartphones, tablets, and TVs. The rest will be imbedded technology, e.g., sensors, actuators, and intelligent devices, that will monitor, control, analyze, and optimize our world.

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Planning and Driving a Digital Strategy

Terms of Reference for a Digital Strategy A typical, not necessarily linear, methodology for developing a digital strategy is to:

Identify key business challenges and needs in the digital space and translate objectives into actionable recommendations.

Evaluate digital products and services against requirements and develop new digital initiatives to improve user experiences and drive value.

Collaborate with cross-functional teams to plan, deliver, and execute digital campaigns.

Educate and inspire personnel on digital opportunities, latest technologies, and best practices.

Ensure alignment between the digital strategy and the organization's overall knowledge management strategy.

In addition, preliminary, supporting, or follow-up steps would be to:

Identify, exactly, the organization's clients, audiences, and partners. How might the organization develop a 360-degree view of them?

Ask what is different now. What has changed? What assumptions do people make that are no longer true? Why does everything feel as if it is speeding up? Staggering amounts of structured, semi-structured, and unstructured data, aka Big Data, can be mined for information; mobile devices reach everyone, everywhere, anytime; and cloud computing puts a supercomputer in people's pockets. Organizations can no longer get away with middle-of-the-road products and services: power has shifted from companies to consumers, who—when online—demand intuitive interfaces, around-the-clock availability, personalized treatment, real-time fulfillment, global consistency, and zero errors. Especially where information and communication technology impacts, incremental organizational improvements are guaranteed to become obsolete in no time.

Rethink

•Characterize the needs of clients, audiences, and partners

•Conceptualize ecosystems and business models

Design

•Craft a digital strategy

•Formulate SMART digital initiatives

Implement

•Shift from traditional to digital

•Move the organization to the online world in a joined-up, end-to-end way

Develop

• Identify the organizational, directional, process-based, and information and communication technology-related changes needed to make the transition happen

•Build digital skills and capacity in the organization

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Within organizations, smart "creatives" can now have a massive impact. Organizational boundaries are more porous and silos are coming under pressure.

With respect to the mission, vision, and long-term strategy of the organization, assess the level of technical and cultural maturity, since this will one way or another determine the scope and depth of the digital strategy. What does work? Is the organization, burdened with sunk costs and legacy systems, slow by design? Is its digital culture agile, user-centered, innovative, and responsive? Does it have soul and passion? Is it open-minded? What is known about stocks and flows of knowledge? What are the main social networks? Where does automation potential lie? Where might decision making be digitized? Have surveys and other investigations, e.g., knowledge audits, modelling of processes, been conducted that shed light?

Identify or clarify through semi-structured interviews the expectations of senior management vis-à-vis the digital strategy. Where do they see the value of digital?

Conduct an As-Is analysis of what the organization is currently doing, thence, identify gaps, e.g., organization (including functions), direction, processes, and information and communication technology. It is, in particular, possible to use a Capability Maturity Model to assess the ability of processes to perform their functions. The consultative quality and value of the digital strategy can also be enhanced by means of Action Research, for example using communities of practice, and/or Action Learning, this to uncover aspects not envisaged at the outset while simultaneously gaining political and organizational buy-in as the digital strategy develops.

Start at the end-state and work back. What could be true in the future? Pick a date, say 2020, and make a bet on that. Envision how units/offices/departments across the organization might by then be using technology to conduct their work. One can paint these cases in a detailed way and then play them back into the business of the organization. Where they resonate, one would then have a future state to aim for: one would know where the organization is going, that is, the objective, and one would then have to figure out how to get there, meaning, the digital strategy. A clear and powerful vision of the future can help find common, stable ground for constructive action and enlist commitment in support of that. Future Search conferencing is a related system-wide strategic planning tool for such purposes. As a rule of thumb, investments should be proportional to the value at stake.

Profile senior management to best locate and sustain support for a digital strategy. Because the success (or failure) of digital programs owes to managerial factors, aka lack of urgency, not technical considerations, more and more CEOs/Presidents choose to lead their organization's digital transformation themselves. Make the case for digital transformation. (Does the information and communication technology in the organization reflect its mission, vision, and long-term strategy? What are the inherent risks and impediments to change embedded in the organization's information and communication technology? What does a viable portfolio of information and communication technology capabilities look like?) Constitute a team of champions to fortify the steps and SMART digital initiatives agreed upon. Instead, or in parallel, a Digital Advisory Panel might review and challenge proposed digital initiatives. What should be the overall governance set-up for the digital strategy?

Use the balanced scorecard approach—which structures learning and growth, business process, customer, and financial perspectives—to qualify, quantify, monitor, and evaluate desired results. A three-year rolling plan—driven by stand-alone, preparatory, or mutually reinforcing digital initiatives across, say, 4–6 (internal and external) strategic thrusts—might constitute a practicable roadmap.

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Define success, including a reporting framework comprising specific activity indicators and useful results indicators (not forgetting targets and sources of verification). What typology and examples of returns on investment, not necessarily financial, might one identify and expect? Assess whether the digital strategy is being delivered successfully by means of annual After-Action Reviews and Retrospects.

Build digital skills and capacity. Digital skills are in short supply and successful digital strategies emphasize the need to build in-house capabilities, beginning with assessments of existing capacity, e.g., basic, practitioner, expert, leader, and extension of learning and development opportunities. It helps also to create a Center of Excellence2 with skilled personnel, e.g., data scientists, digital marketers, brand experts, mobile application designers, etc. In addition, a governance model adapted to decentralized digital responsibilities should underpin a digital strategy: five models that describe how organizations are internally structured to embrace new information and communication technology, along a decreasing continuum of control and coordination, are centralized, decentralized, hub and spoke, multiple hub and spoke (dandelion), and holistic. (Half the time, hub and spoke is the most common governance model, at least for social media.) Each model exhibits distinct advantages and disadvantages. Conceivably, a temporary decentralization model that pulls experts from distinct arms of the organization—each with different knowledge and expertise but with specific skills relevant to the digital strategy that cannot be solved by a single unit/office/department, by senior management, or by the Center of Excellence alone—might be envisaged.

Elements of a Digital Engagement Construct for ADB

2 The 70/20/10 business resource management model pioneered and articulated by Google from 2005 might serve

as a reference. The model dictates that, to cultivate innovation, employees should utilize their time in the following ratio: (i) 70% of time should be dedicated to core business tasks, (ii) 20% of time should be dedicated to projects related to the core business, and (iii) 10% of time should be dedicated to projects unrelated to the core business.

Assets

Reach

Clients, Audiences,

and Partners

Metrics

Channels

Guidelines

Engagement

Vision

Mission

Strategy 2020

Trends

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Note: The Strategic Alignment Model of John Henderson and Natarajan Venkatraman examines four domains of strategic choice: (i) business strategy; (ii) information technology strategy; (iii) organization infrastructure and processes; and (iv) information technology infrastructure and processes. It can enrich work on digital engagement by shining a light on strategic fit (the interrelationships between external and internal components) and functional integration (the integration between business and functional domains). Business model development approaches, such as that of Daniel Schallmo, also support digital strategy viewpoints. (Beginning 2007, under the 3PM project that led to eOps, OIST helped define numerous business processes of ADB.)

Legend: Assets = ADB's financial and intellectual capital, the valuable things it does—assets are both tangible and intangible; Channels = The information and communication technology that enables ADB to share content and reach and engage people; Clients, Audiences, and Partners = The people ADB exists for, both those it reaches and those it does not reach yet, including in-house; Engagement = The relationships between ADB and its clients, audiences, and partners—only reached clients, audiences, and partners will engage; Guidelines = The instructions that tell ADB how it will work; Metrics = The key performance indicators that help monitor progress and measure success; Mission = The final aim of ADB, the justification for its existence that characterizes it as different from other organizations; Reach = The ways in which ADB connects to existing or new clients, audiences, and partners, perhaps by means of new activities or channels; Strategy 2020 = ADB's long-term strategic framework, 2008–2020; Trends = Descriptions

Assets •What makes ADB stand out? Why do people choose ADB? What does ADB "sell"? What are ADB's values? What can ADB give away? What experience does ADB offer? How does ADB differ from comparator organizations?

Channels •Which technologies, media, and tools will ADB use? What content will ADB share?

Clients, Audiences, and Partners

•Who does ADB reach? Who frequently visits ADB (online)? Who does ADB have formalized relationships with? Who only knows about ADB? Who knows about ADB, but does not visit it (online)? What new groups would ADB like to reach? What are the specifics of the new groups ADB would like to engage?

Engagement

•What can ADB offer its clients, audiences, and partners so they remain interested? How can ADB involve them more in what it does? How can ADB co-opt them to become active advocates for the organization? How can ADB work with them to co-create value? How can ADB build communities?

Guidelines •What are ADB's core values? Who is responsible for what? How does ADB respond to unexpected developments?

Metrics •What is success? How does ADB report on success? What are ADB's key performance indicators?

Mission •What does ADB want to achieve with digital engagement? What are ADB's organization-wide goals and objectives? What does ADB need to accomplish to make the entire organization more social?

Reach •Where can ADB find new clients, audiences, and partners (online)? What communities are they already part of? How does ADB relate to these communities? What assets can ADB offer new clients, audiences, and partners? How can ADB connect with them?

Strategy 2020

•What is ADB's strategic agenda? What drivers of change has it identified? What are ADB's core areas of operation? What are ADB's other areas of operation? What are ADB's operational and institutional goals? How is ADB resourcing its long-term strategic framework? What is ADB's vision for information and communication technology? What is ADB's Information Systems and Technology Strategy, 2013–2018? What are its five major programs?

Trends •What are important developments in ADB's region? What new technologies, media, and tools does ADB see coming? How will society be different in 5 years' time?

Vision •Why does ADB exist? How will ADB be different in 15 years' time because of digital media? How will ADB make Asia and the Pacific a better place? What will people say about ADB?

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of developments that affect ADB, including its clients, audiences, partners, assets, and vision; Vision = What ADB believes its future looks like.

Going Digital: An ADB Framework for Action

Illustrative Digital Initiatives for ADB

ADB Sustainable Development Timeline. The ADB Sustainable Development Timeline is an evolving catalog of videos on major sector and thematic landmarks in ADB's operations from 1966. Comprising interviews, documentaries, montages, etc., the timeline can since September 2014 be viewed at reflections.adb.org by means of Google Chrome, Mozilla Firefox, and other browsers.3 To date, the timeline comprises 300 stand-alone videos featuring 130 storytellers—ADB staff, government officials, and beneficiaries—organized across 10 search dimensions.4 The platform adds color to annual meetings; informs conferences, seminars, and workshops; showcases accomplishments to donors; energizes staff recruitment, induction, and training; preserve institutional memory; boosts ADB's profile externally; and presents attractive instructional material to the younger generation, among others. The ADB Sustainable Development Timeline is consistent with and directly supportive of the historical publication that will celebrate the 50th anniversary of ADB's establishment. It can be considered a regional public good, or asset, something OIST can help ADB develop further. (Regional public goods, or assets, might be reusable objects in the form of pieces of software, documents, videos, how-to's, or possible service providers, i.e., where-to-go's, etc.)

3 The version of Internet Explorer in use in ADB is dated and does not support HTML5.

4 The videos are arranged by community of practice, duration, extras, focus area, history, organization, president,

region, storyteller, and type.

Engaging Clients, Audiences, and

Partners

Digitizing Business

Processes

Communicating Effectively

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Good Practice Notes. Good practice is a way, e.g., a technique, activity, incentive, process, reward, etc., of delivering a desired outcome that is in more than one setting more efficient and effective than any other and can be used as a benchmark. Identifying, creating, storing, sharing, and using good practice can help ensure that an organization does not have to reinvent approaches and keep relearning the lessons of the past. Good practice will be identified and shared more easily and consistently if (i) the taxonomy of a supporting information system is embedded in an organization's ways of working; (ii) the search capability of the information system is adequate; (iii) the database of good practices coheres with a knowledge management strategy; (iv) inputs are solicited, incentivized, and rewarded in continuing fashion; (v) use of pull-down menus minimizes manual text entry; and (vi) metrics gauge awareness, behavior, outputs, and outcomes. The mock-up of a Good Practice Notes database is at hand.

Knowledge Showcases. The Knowledge Showcase series highlights innovative ideas from ADB technical assistance and other knowledge products to promote further discussion and research. Over the two sides of a page, authors express the challenge encountered (or opportunity to be seized), the approach that underpinned action, and showcase the result delivered. OIST works to (i) deliver information and communication technology services and solutions for ADB users in headquarters and resident missions to improve the efficiency and effectiveness of ADB's operational, financial, and administrative functions; provide tools and knowledge platforms that enable collaboration within ADB and with external partners; and support ADB's endeavors to leverage the optimal use of information and communication technology in developing member countries. OIST can advertise its good work by means of the series.

Mobile Applications. The general public relies increasingly on mobile applications for day-to-day services. (Smartphones are more and more prevalent: they are the first tool people reach for to communicate, research, and share. The transformation is so rapid some say "mobile-first" is no longer enough and it is time for "mobile-only". Because we live in a mobile world, one should design accordingly.) Beyond sharing datasets,5 it is more and more important for agencies such as ADB to satisfy the communications needs of its clients, audiences, and partners—not to mention those of its own staff—by the same means. Across the project cycle, to wit, the various stages from country programming to project completion and evaluation, ADB should look for opportunities for cheap, effective, and low-maintenance mobile applications à la "build-once, deploy-anywhere". (There would be benefits from developing a single mobile application template for delivery across multiple channels.)

Open Data. Increasing the transparency and traceability of ADB's lending and nonlending assistance can increase transparency and accountability, transform the way assistance is delivered, provide evidence of what works and what does not work, and promote development effectiveness. Showing, for example, the geographical areas where projects are located would allow stakeholders direct ADB's operations better. (Mobile applications can be developed in support.) An Open Data strategy would extend ADB's Public Communications Policy of 2011.

5 Even if most are datasets, it is instructive to look at the mobile applications the World Bank has developed for

iPhone, iPad, Mobile Web, and/or Android. They are IMF/World Bank Annual Meetings, MacroStats to Go, Spatial Agent, World Development Report (2012, 2013, and 2014), Doing Business at a Glance (2013 and 2014), World Bank Finances, World Bank Development Globe and World Bank Economy Globe, World Bank Gender DataFinder, World Bank DataFinder, World Bank Integrity, World Bank InfoFinder, Global Statistics on Jobs DataFinder, Poverty and Inequality DataFinder, Health Stats DataFinder, Africa DataFinder, Climate Change DataFinder 2.5, and World Bank EdStats DataFinder. USAID has developed DEC Evaluations, Portfolio Map, and, for mothers and children, Family Choices, 9-Minutes, and Worm Attack!

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Real-Time Queries. Applying collective know-how to solve complex development challenges is the key to achieving lasting development results more quickly. Strategy 2020 has identified "knowledge solutions" as a driver of change for stimulating growth and synergizing broader assistance in its operations. ADB's goal is to turn them into a comparative advantage for the institution to benefit of developing member countries. To become a stronger knowledge institution, ADB must increase the collective quantity and quality of its knowledge capabilities. ADB staff may be developing personal professional networks, for instance through LinkedIn, but it is increasingly desirable that they should connect intra-organizationally and share and access pointed ADB outputs, knowledge, and expertise. An internal knowledge platform built around signified area of interest would enable ADB staff to ask questions, receive answers, and find solutions to problems. The Q&A functionality of ResearchGate, which lets members seek answers to their research questions and share their expertise, provides inspiration.

Sector Performance System. The eOperations (eOps) database can be enhanced with selected data and information from the Evaluation Information System (EVIS) to also capture and represent accumulated experience in a sector (or subsector). Used in tandem with the Operations Dashboard, a Sector Performance System would facilitate strategic thinking and the transformation of static plans into dynamic plans. The mock-up of a Sector Performance System is a hand.

Staff Profile Pages. Staff profile pages systems are electronic directories that store information about staff in a given organization. In addition to providing information such as names, job titles, groups and contact details, staff profile pages can include details about knowledge, skills, experience and interests, and even hobbies. As these systems are electronic, they are especially valuable in organizations that have geographical or other barriers to personal connections. For this reason, they are often used as the cornerstone point of systematic knowledge and learning initiatives. At their most useful, staff pages have the potential systematically to facilitate connections that might otherwise happen only randomly, leading to valuable new collaboration opportunities. On a day-to-day level, effective staff pages enable and improve the brief, fluid connections across an organization that are at the heart of the learning organization. The mock-up of Staff Profile Pages and guidelines for their development are at hand.

Surveying for Digital Transformation The journey toward digital transformation is best begun—and continually assessed—by surveying the environment; George Westerman, Didier Bonnet, and Andrew McAfee, in Leading Digital,6 share a blueprint. Helpfully, they also itemize related questions that, using a scale from 1–7, can gauge perceptions about the state of affairs. The questions pertain to:

Framing. How well has the organization framed the digital challenge?

Focusing. How well has the organization focused its investment?

Mobilizing. How well has the organization been mobilized?

Sustaining. How well is the organization sustaining digital transformation?

6 George Westerman, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business

Transformation. Harvard Business Review Press.

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The Digital Transformation Compass

Source: George Westerman, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.

Surveying the 12 Steps of Digital Transformation

Table 1: How well has ADB framed the digital challenge?

Note: For each of the three questions, rate ADB using a scale from 1–7 where 1 = strongly disagree, 4 = neutral, and 7 = strongly agree. Source: Adapted from George Westerman, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.

•Translate your vision into action

•Build your governance

•Fund the transformation

•Signal your ambition

•Earn the right to engage

•Set new behaviors and evolve culture

•Build awareness

•Know your starting point

•Craft a vision and align top talent

•Build foundation skills

•Align incentives and rewards

•Mesure, monitor, and iterate

Sustain Frame

Focus Mobilize

•Senior Management is aligned around the strategic importance of digital transformation.

•Senior Management agrees on the pace of digital transformation in multilateral development banks.

•Digital transformation is a permanent fixture on the strategic agenda of heads of departments and offices.

Are you aware of the digital challenge?

•We understand which strategic assets will be the most important in digital transformation.

•We understand how ADB's own digital capabilities compare with those of peer organizations.

•We have a clear view of the most important first steps in ADB's transformation.

Do you understand your starting point?

•Senior Management is aligned on a vision for the digital future of ADB.

•Heads of departments and offices have a digital transformation vision that crosses internal organizational units.

•Senior Management has a digital transformation vision that involves radical changes compared with the way ADB has traditionally done business.

Is Senior Management aligned around a shared digital vision?

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Table 2: How well has ADB focused its investment?

Note: For each of the three questions, rate ADB using a scale from 1–7 where 1 = strongly disagree, 4 = neutral, and 7 = strongly agree. Source: Adapted from George Westerman, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.

Table 3: How well has ADB been mobilized?

Note: For each of the three questions, rate ADB using a scale from 1–7 where 1 = strongly disagree, 4 = neutral, and 7 = strongly agree.

•ADB has a top-down strategic scorecard to guide its transformation.

•There is a high-level roadmap for digital transformation.

•ADB's roadmap encompasses all organizational changes required, not just technology changes.

Has ADB translated its vision into action?

•Digital initiatives are coordinated across silos such as functions or regions.

•ADB is clear on what needs to be coordinated and what needs to be shared aross the organization.

•Roles and responsibilities for digital initiatives are clearly defined in ADB.

Has ADB chosen the right governance model?

•ADB's business cases and key performance indicators are linked to its roadmap.

•ADB balances ts portfolio of digital investments between long-term capacity development, short-term return on investment, and experiments.

•ADB has a diversified funding model.

Does ADB have the financial models for its transformation?

•Senior Management is actively promoting a vision of the future that involves digital technologies.

•Senior Management and heads of departments and offices share a common vision of digital transformation.

•ADB staff understand the benefits of change.

Is ADB marketing its ambitions clearly enough?

•There are opportunities for everyone in ADB to take part in the conversation around digital initiatives.

•ADB has identified the "true believers" who will help mobilize the organization.

•ADB is building momentum through quick wins.

Is ADB building sufficient momentum within the organization?

•Senior Management acts as role models in the adoption of new behaviors.

•ADB tolerates and learns from failure in its digital initiatives.

•ADB is promoting the necessary culture changes for digital transformation.

Is ADB actively encouraging a digital culture shift?

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Source: Adapted from George Westerman, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.

Table 4: How well is ADB sustaining digital transformation?

Note: For each of the three questions, rate ADB using a scale from 1–7 where 1 = strongly disagree, 4 = neutral, and 7 = strongly agree. Source: Adapted from George Westerman, Didier Bonnet, and Andrew McAfee. 2014. Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.

The views expressed in this précis are those of the author and do not necessarily reflect the views and policies of the Asian Development Bank, or its Board of Governors or the governments they represent. Useful ADB References

ADB. 2008. Conducting After-Action Reviews and Retrospects. Manila. Available: www.adb.org/publications/conducting-after-action-reviews-and-retrospects

ADB. 2008. Auditing Knowledge. Manila. Available: www.adb.org/publications/auditing-knowledge

ADB. 2008. Identifying and Sharing Good Practices. Manila. Available: www.adb.org/publications/identifying-and-sharing-good-practices

ADB. 2008. Action Learning. Manila. Available: www.adb.org/publications/action-learning

ADB. 2009. Social Network Analysis. Manila. Available: www.adb.org/publications/social-network-analysis

ADB. 2009. Staff Profile Pages. Manila. Available: www.adb.org/publications/staff-profile-pages

ADB. 2009. Learning Lessons with Knowledge Audits. Manila. Available: www.adb.org/publications/learning-lessons-knowledge-audits

ADB. 2010. New-Age Branding and the Public Sector. Manila. Available: www.adb.org/publications/new-age-branding-and-public-sector

ADB. 2010. Crafting a Knowledge Management Results Framework. Manila. Available: www.adb.org/publications/crafting-knowledge-management-results-framework

ADB. 2010. Social Media and the Public Sector. Manila. Available: www.adb.org/publications/social-media-and-public-sector

•ADB is investing in the necessary skills.

•Where appropriate, ADB uses common digital platforms.

•ADB has strong IT-business relationships.

Does ADB have the foundational capabilities it needs?

•Financial incentives are aligned with the goal of digital transformation.

•Awards and recognition mechanisms are aligned with the goal of digital transformation.

•Personal awards, e.g., performance reviews, promotions, etc., are aligned with the goal of digital transformation.

Are ADB's reward structures aligned with its transformation goals?

•Digital initiatives are assessed through a common set of key performance indicators.

•ADB has a clear line of sight from project-level key performance indicators to goals on its strategic scorecard.

•ADB regularly reviews with Senior Management its progress toward digital transformation.

Is ADB measuring and monitoring its digital progress?

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ADB. 2010. Harvesting Knowledge. Manila. Available: www.adb.org/publications/harvesting-knowledge

ADB. 2010. Taxonomies for Development. Manila. Available: www.adb.org/publications/taxonomies-development

ADB. 2010. Seeking Feedback on Learning for Change. Manila. Available: www.adb.org/publications/seeking-feedback-learning-change

ADB. 2012. Business Model Innovation. Manila. Available: www.adb.org/publications/business-model-innovation

ADB. 2012. On Internal Knowledge Markets. Manila. Available: www.adb.org/publications/internal-knowledge-markets

ADB. 2012. Innovation in the Public Sector. Manila. Available: www.adb.org/publications/innovation-public-sector