1.1 How developed is the organization’s digital purpose?
DBS Example:
DBS’s digital purpose was to move from banking being painful for customers to Making Banking Joyful. This was achieved by leveraging technology to make banking “invisible” to customers.
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1.2 How aligned is digitalization into the overall strategy of the organization?
DBS Example:
To ensure alignment, the bank added new measures from the organizational scorecard with the acronym EATE. The senior leaders focused on Acquire, Transact, Engage, and Ecosystems.
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2.1 How well articulated is the new technology architecture for the organization’s digital transformation?
DBS Example:
The bank developed a model to explain what it needed to achieve in its digital transformation. This gave clarity to the tech strategy and engineered the GANDALF approach. It also drove the implementation with targets for all items, which made everything measurable.
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2.2 How well do employees understand how the new technology will impact and change the business model?
DBS Example:
Digibank in India proved what was possible in the Digital Wave and leveraged, for example, mobile banking.
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3.1 How embedded are customer journeys across the organization?
DBS Example:
The term “customer obsession” was adopted across the bank to ensure activities were truly customer driven and customer journeys became the default approach for making improvements.
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3.2 How clearly understood across the organization is the “job to be done”?
DBS Example:
The term “job to be done” was used throughout the bank to define and frame what needs to be done. It also ensured employees started with the customers’ needs in mind.
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4.1 How well does the organization understand what needs to change in its culture to implement digitalization?
DBS Example:
The bank created Culture by Design, a program that identified what needed to change to implement the Digital Wave.
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4.2 How well do the organization’s leaders know the biggest roadblocks to transforming the culture?
DBS Example:
Leaders defined ineffective meetings as the biggest roadblock to transforming its culture. MOJO was the name of the organization-wide movement created to run effective meetings and help the bank make the best use of everyone’s time.
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