Organization Digital Assessment

Where is your organization on its digital transformation journey?

Digital Transformation Assessment (DTA)

Assessment icon

Many organizations are discovering that their digital transformation is progressing slower than they anticipated and is more difficult than they expected, and this is happening at a time when they need to transform faster and more effectively.

A key reason many digital transformations are struggling is that the leaders are missing a digital transformation model and assessment to guide them through their digital transformation journey.

The Digital Transformation Assessment (DTA) is designed to support and accelerate your transformation and is derived from the Ticking Clock© Model. The DTA helps identify where your organization is on its digital maturity journey and where it needs to take action.

The Ticking Clock© Model was created after interviewing over 5,000 leaders across North America, Africa, Europe, and Asia Pacific. The model guides leaders through the three strategic stages and 11 operational steps required to be successful in digital transformation. This DTA asks three questions for each of the model’s 11 operational steps,. After reflecting on the questions, you rate your organization on a scale of 1 to 7, where one is low and seven is high.

Our research also revealed that leaders find it challenging to move from the initial stages of adopting digital to truly embedding it into the DNA of their organization, which has created further impetus for us to develop the DTA.

After completing the assessment, you immediately receive your results with recommendations for the next steps based on your responses. Your organization will fall into one of three key categories:

1. Adopting: You’re at the initial stage of your journey, where the leadership team is articulating the digital ambition. As you move toward being a data-driven organization, a significant investment in technology and upscaling of employees, operations, and the customer experience is often required.

2. Aligning: Progress is being achieved in improving the customer experience by developing customer journeys and use of data. Leaders recognize that they need to shift in the way they lead the organization. The culture is moving toward being more agile, supporting psychological safety as the business builds ecosystem collaborations. Employees have adopted and are using digital technologies and methodologies to improve the customer experience and the way the business operates.

3. Accomplishing: The whole organization has become customer centric. Decisions are data-driven and faster. Operations have been improved by leveraging AI and ML. Employees have been reskilled and reemployed where required. New revenue opportunities have been created with ecosystems being built with relevant partners.

Ticking Clock model

Ticking Clock© Model

0–125 >>
Adopting

Digital transformation has been launched within the organization. The leadership team has articulated the digital ambition and identified the required technologies to support and drive the transformation, with the required investment approved by the board. The new roles, such as data scientists and translators, have been identified, and employees have started to be rescaled, reallocated, and reengaged. Across the organization, digital methodologies such as design thinking, hackathons, and customer journey mapping are being adopted, and the organization has initiated a move to a data-first culture.

126–200 >>
Aligning

The organization is embedding the new way of working into its DNA. Progress is being achieved in improving customer experiences by employees focusing on improving customer journeys. The organization has established a data operating model. Leaders are shifting from vertical (bureaucracy, silos, top-down decision-making, and slower response) to horizontal-style leadership (cross-functional teams that collaborate and leverage data to create an enhanced customer experience). Employees are empowered to make changes. The organization’s culture is evolving to be more agile and support a culture of psychological safety (where people feel safe to experiment and fail). Partnerships and collaborations are enabled through connected ecosystems that enhance the customer experience.

201–231 >>
Accomplishing

Accomplishing: Leaders understand how to strategically leverage opportunities deriving from being digitally driven. The whole organization has fully evolved to being customer and data centered. Decisions are data-driven, faster, and more targeted. Customers have high trust levels and are acknowledging a significantly improved experience. Employees acknowledge a more engaging and enjoyable work environment and have embedded new digital skills and methodologies. New revenue opportunities have been created by shifting to platforms, ecosystem partnerships, and greater customer engagement. Decision-making based on data has become the standard way of working, and the organization can respond faster and more effectively to customers and market changes.

Take the Digital Transformation Assessment

(approximate 20 min)

Price: SGD $199.00

Select the proper rating in the scale from 1 to 7. Where 1 is Low and 7 is High.
  
  

Step 1 - Establish a Digitalization Vision

1.1 How well defined is the digital ambition?

1.2 How aligned is everyone in the organization to the digital ambition?

1.3 How confident are you that the digital ambition is a competitive differentiator?



Step 2 - Develop a Leadership Digital Mindset

2.1 How open are leaders to changing their leadership style to drive the digital transformation?

2.2 How actively engaged are leaders in the digital transformation?

2.3 How effectively are leaders guiding employees in their digital activities?



Step 3 - Build Your Technology Architecture and Evolve Ecosystems

3.1 How much progress has been made in reviewing your current “as-is” technology architecture and creating the desired “to-be” architecture?

3.2 How efficient is the organization integrating technology?

3.3 How effectively are business and technology goals and measures aligned, ensuring that technology is an enabler and not a bottleneck?



Step 4 - Restructure to a Data-First Culture

4.1 How effectively are leaders enforcing the use of data to make better decisions across the organization?

4.2 How effectively is the organization creating a data-first culture?

4.3 To what extent is real-time data being used in everyday meetings across the organization?



Step 5 - Protect Your Customers’ Trust

5.1 How well has the organization embedded cybersecurity into its strategy?

5.2 How prepared is the organization to respond when a hack is identified?

5.3 How well trained are people in data protection and cyber risk factors that will affect your customers and your organization?



Step 6 - Become Customer Obsessed

6.1 How effectively are decisions made within the organization based on customers’ requirements?

6.2 How effectively is digital creating new value and experiences for your customers?

6.3 How capable is the organization in responding to changes in customers’ needs and expectations?



Step 7 - Adopt Agile

7.1 How well is the organization using agile and technology development?

7.2 How effectively is the organization using agile methodology to create high-performing collaborative teams?

7.3 How agile (fast) is the organization in responding to customers and market changes?



Step 8 - Learn to Experiment and Co-create

8.1 How effectively has the organization created a culture where employees feel safe to experiment (and fail)?

8.2 How decentralized is decision-making in allowing employees at all levels to experiment and co-create?

8.3 How deeply has psychological safety been integrated into the culture of the organization?



Step 9 - Empowering Employees

9.1 How well has the organization empowered employees?

9.2 How easily do employees have access to resources to support the implementation of new ideas?

9.3 How effectively has the organization removed bureaucracy to accelerate changes?



Step 10 - Measure Digital Value

10.1 How successfully have the leaders introduced new measures to track the digital transformation?

10.2 How effectively are leaders using the organization scorecard to track and guide the organization through its digital transformation?

10.3 How successfully has the organization aligned department scorecards around the corporate scorecard?



Step 11 - Prescribe Your Future

11.1 How effective are leaders in recognizing data trends that impact ongoing strategy and tactics?

11.2 How effective is the organization in rapidly transforming when required?

11.3 How efficient is the organization in recognizing new threats from competitors?

The Digital Leadership Specialists

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Jeremy Blain

Jeremy Blain is the multi-award-winning CEO of Performance Works International (PWI), co-founder and executive director of The Transformational Leadership Acceleration Institute, co-founder and senior partner of DiversITy-talent, co-founder of Digital Leadership Specialists, and a non-executive board director for a global Web3 innovator as well as a digital solution pioneer.

Robin

Robin Speculand is a global expert in strategy and digital implementation. He is a frequent keynote speaker, a facilitator at business schools, and consultant to Boards and C-level. He is the best-selling author of World’s Best Bank and Implement. Robin has been nominated for Thinkers50, is an ambassador for the Peter Drucker Forum, and has been featured on the BBC and CNN.

For further consultation or queries:

Asia Pacific: [email protected]
Europe and USA: [email protected]