Digital Transformation (DX) Maturity Assessment
Stages Of The Journey
Stage 1: The journey hasn’t started. There is no understanding of the
importance of change, or if there is, there is material resistance
Old World making it hard to start. No DX vision is in place, and a delivery
strategy doesn’t exist. Employee satisfaction is average…with
pockets of frustration and de-motivation.
The journey has started. There is a DX vision, along with an
Stage 2: understood and agreed delivery strategy. People understand the
Developing importance of change, and the role that technology, process, culture
and agile ways of working working – and work has started to embed
these and change mindsets. Employee satisfaction is increasing.
Stage 3: The journey is well progressed. The delivery strategy is evolving, as
innovation advances exponentially, and the DX Circle (discovery +
Mature
decision + execution) is delivering customer value along with
delivering new insights that are helping to shape what is delivered.
The application of technology & process is fast, sophisticated, but
responsible. Strong leadership, a vibrant culture empowering highly
effective agile ways of working is evident…and employee motivation
and loyalty is high.
This is nirvana.
By Rian Chapman
Digital Transformation (DX) Maturity Assessment
Maturity Matrix - (Part One) By Rian Chapman
Vision & Strategy Customers Employees
- No DX vision - No or minimal customer research - No or minimal employee research
Stage 1: - No or minimal CX (Customer
- No DX delivery or execution strategy - No or minimal CX (Customer Experience)
Old World Experience) Design Design focused on employees
- Reliance on old approaches to what is
delivered (delivery strategy) and how it is - Design thinking is not applied - Underinvestment in employee learning
delivered (execution strategy)
- Focused on multi channels and not omni - No career paths that progress DX
- Short term approach to what is channel approach knowledge and leadership responsibilities
delivered
- Efficiency focused and not CX focused - Poor employee engagement
- DX vision in place - Emerging customer research - Emerging employee research
Stage 2: - DX delivery or execution strategy in - Increasing focus on CX Design - Increasing CX Design focused on employees
Developing place
- Design thinking is being applied, but is - Strategy emerging to increase employee
- Strategy is starting to be evolved using slow paced and requires leadership and learning, with some action evident
the DX Circle. Early customer value being only used in isolated parts of an
created organization - Recognition of the importance of career
paths that progress DX knowledge and
- Planning capabilities are improving, but - CX focus is increasing…and less focus leadership responsibilities with some action
isolated to parts of an organization on justifying deliverables on efficiency evident
-Employee engagement improving
- People are passionate about the DX - Embedded customer research - Embedded employee research
vision
Stage 3: - CX Design is integral to delivery - CX Design focused on employees is integral
Mature - DX delivery & execution strategies in to delivery
place, with long term view, with - Design thinking embedded and is
significant customer value creation applied across the entire organization, - Employee learning is an important KPI for
and considered essential to innovation leaders and individuals
- Strategy is seamlessly being evolved and delivery
using the DX Circle - Career paths in DX are clearly defined, and
- CX is the language that everyone people are growth oriented, motivated and
- Planning capabilities are agile, and speaks and everyone represents the highly engaged
there is high interest from the voice of customers
organization and rapid execution on
Digital Transformation (DX) Maturity Assessment
Maturity Matrix - (Part Two) By Rian Chapman
Ways Of Working Culture Enablers (Tech & Process)
- Waterfall processes - Control focused and change resistant - Siloed resources focused on functions
Stage 1: - Focused on silos, internal competition - Basic data (in silos) & descriptive analytics
- Overspending and delays in
Old World delivery are common and capabilities
- Individuals over teams
expected - Legacy platforms & technology
- Inward facing
-Rigid adherence to processes even -Rigid structures
where these are considered outdated - Efficiency is more important than
or irrelevant customer needs -Poorly understood processes that are fragile
- Infrequent releases with highly - Employees are ‘resources’ -Vertical skillsets and skills out out of date
centralized control
- Agile processes with growing maturity - People are encouraged to have - Maturing technology architecture
Stage 2: autonomy in parts of an organization
- Test & learn cycles being applied in - Maturing integrated technology
Developing isolated parts of an organization - Focus on collaboration and teams over
individuals; change is encouraged - Emerging DX & Innovation hubs and Dev
- Growing iterations of product and Ops
features based on customer feedback - Outward facing, customers are more
important than efficiency - Omni channel approach to digital and
- Transparent product backlogs being physical experiences is being promoted
used - Growth mindset – learning from failures
- Embracing established and emerging
- Maturing governance and - Ownership of outcomes is important technologies & identifying use cases and
measurement frameworks customer value creation
- Highly mature Agile processes - Autonomy is the norm – people are - Leading technology architecture that’s
trusted adapting in line with internal and external
Stage 3: - Test & learn cycles being used needs
Mature holistically across an organization -Highly collaborative with emphasis on
the value of diversity - Highly integrated technology
- Cross functional delivery teams
-Psychological safe work environments – - Mature DX & Innovation Hubs and Dev Ops
- Failing is encouraged…with a focus on every voice counts
small, iterative steps towards success - Implementation and evolution of omni
-Agile culture which emphasizes action, channel is well progressed
-Data driven decision making and rapid adaptability, speed and incremental wins
response to feedback - Innovation hub is an active proponent and
Digital Transformation (DX) Maturity Assessment
Rating
By Rian Chapman
Vision & Strategy Employees Culture
Stage 1:
Old World
Score:
Customers Ways Of Working Enablers (Tech &
Process)
Vision & Strategy Employees Culture
Stage 2: Score:
Developing
Customers Ways Of Working Enablers (Tech &
Process)
Vision & Strategy Employees Culture
Stage 3: Score:
Mature
Customers Ways Of Working Enablers (Tech &
Process)
Digital Transformation (DX) Maturity Assessment
Rating – XYZ Corporation
By Rian Chapman
Vision & Strategy Employees Culture
Stage 1:
Old World 1 Score:
Customers Ways Of Working Enablers (Tech &
2
Process)
1
Vision & Strategy Employees Culture
Stage 2: Score:
Developing 1 1
3
Customers Ways Of Working Enablers (Tech &
Process)
1
Vision & Strategy Employees Culture
Stage 3: Score:
Mature
1
Customers Ways Of Working Enablers (Tech &
Process)
1
