the digital barometer: gauging maturity by: rob mettler

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

Not being digital is hazardous to your health (care)

http://i.huffpost.com/gen/1435422/thumbs/o-KATHLEEN-SEBELIUS-facebook.jpg

Not being digital is hazardous to your business

http://daindunston.com/wp-content/uploads/DSC_0239.jpg

How can we become digital?

Buy it?

http://www.adobe.com/solutions/digital-marketing.html

If you build it, they may not come

http://www.architectural-review.com/pictures/636xAny/3/3/2/1300332_20110603_mdnphoto_architectural_review001.jpg

Get a consultant?

http://www.smartdogdigital.com/wp-content/uploads/2010/06/your-loyal-digital-consultant.jpg

You might get a report

http://www.nchomeless.org/wp-content/uploads/2014/03/short_reports.jpg

How can we become digital?

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

How do we stack up?

http://media.npr.org/assets/img/2013/01/04/rocks061-7134abedf7062fdb5ae4011a6326bb21060bd483-s6-c30.jpg

Digital maturity models

http://www.talkorigins.org/faqs/homs/evolve.jpg

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

M O D E LD 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

– 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

– 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 communicatingand evangelizing the digital strategy …

while establishing robust governance andcustomer-centric digital metrics …”

http://www.forrester.com/Enhance+Your+Digital+Capabilities+With+The+Digital+Maturity+Model/fulltext/-/E-RES112901

– C A P G E M I N I

“Digital Beginners do very little with advanceddigital capabilities.”

http://www.capgemini.com/resource-file-access/resource/pdf/The_Digital_Advantage__How_Digital_Leaders_Outperform_their_Peers_in_Every_Industry.pdf

– 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 YM O D E L

“You are an Initiator. Your organization has abrochure website with e-mail and analytics.”

http://www.sitecore.net/Resources/Customer-Experience-Maturity-Assessment/Questionnaire.aspx

– 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

Where does this leave us?

http://1.bp.blogspot.com/-SxlYQdYb2eM/Ur1xiNrw4II/AAAAAAAAFlU/M8WiS2PieO4/s1600/RoadAhead.png

© PA Knowledge Limited 201421

SO HOW ARE MATURITYMODELS USED…


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


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


Who is driving digital inside your business/institution?


19%

13%

26%

12%

5% 5%

20%

0%

5%

10%

15%

20%

25%

30%

The CEO The board Marketing IT Operations Customer service Other


We are easily able to evaluate and use our customer data


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


We have the right mindset to survive and thrive in the digital age


21%

35%

20%

12% 11%

0%

5%

10%

15%

20%

25%

30%

35%

40%

1 2 3 4 5



Our existing governance models are suitable for digital business


32% 32%

20%

11%

4%

0%

5%

10%

15%

20%

25%

30%

35%

1 2 3 4 5



COMPARING SECTORS


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


All sectors struggle to deliver a seamless customer experience


35%

29%

23%

8%

4%

26%

34%

24%

11%

5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

1 2 3 4 5




Financial Services are using digital to target new customer segments with newpropositions more than other sectors


28%29%

22%

16%

6%

9%

33%

27% 27%

3%

0%

5%

10%

15%

20%

25%

30%

35%

1 2 3 4 5




Financial Services have a better idea of how digital will transform theirorganisations


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




DIFFERENT VIEWS


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


Overall Average CarnivalTHE ORG


Our leadership team understands digital


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




Our technology is an enabler of digital business and we are not held back bylegacy systems


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




26. Importance for future (Mobile)


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)



DISCUSS

http://digitalbarometer.paconsulting.com


JUST IN CASE SLIDES


So what’s stopping them?

Organisation culture/structureLack of Digital Expertise

Cost and InvestmentLegacy/Technological Constraints

Limitations due tostrategy

Leadership buy-inGovernance

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


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

the digital barometer: gauging maturity by: rob mettler

Presentations & Public Speaking

services minimal

change minimal

digital skills

revenues business

digital strategy

digital customer

financial

organisation