The Digital Maturity Index (DMI) is a Maturity Reference Model and related Body of Knowledge that represents the Key Capabilities and their respective Maturity Levels for any Organisation’s Digital Business Management and Performance.
“Capability can be defined as the ability to mobilise resources to achieve an aim”
“Capability Maturity can be defined as the Functioning Level (Habituated Level) that determines a level of Performance and the Learning Level (Change Capability)”
The purpose of the DMI is to provide users with a researched, and scientific set of Information and tools, that enable them plan and implement Digital Transformation, Change and Improvement in a way that their Digital Business Aims and Ambitions, which provides greater assurance they will be achieved. It enables appropriate consideration of the starting point context for the Organisation, and provides a relevant roadmap to select and develop those priority Digital Capabilities required to achieve their specific business aims.
The DMI Reference Model is one of a number of Models within the Organisation Capability Maturity Framework (OrgCMF™), all of which are underpinned by Dynamic Systems Maturity Theory (DSMT).
The Structure of OrgCMF™ Reference Models
Each model, including the DMI consists of ‘Dynamics’ and ‘Constructs’.
Dynamics; are the forces that influence the Functioning level of an Organisation, Team or Capability. They can be viewed as Macro Capabilities.
Constructs; are the Capability Building Blocks for ‘Dynamics’. They can be viewed as Micro Capabilities.
Maturity Levels; There are 7 normative maturity levels within OrgCMF™, derived from 15 Scientific Levels of DSMT.
Organisation Capability Improvement Methodology (OCIM™); is an approach to achieving Transformation, Change or Improvement Performance Aims through identification and building of the relevant Capabilities and their respective Maturities.
The Digital Maturity Index (DMI) is a Reference Model that describes the Digital Effectiveness of an organisation, and how well Digital contributes to the organisation’s performance. It is based on Dynamic Systems Maturity Theory (DSMT). It outlines the critical Organisation, Team, and Individual Digital Capabilities and their Maturity levels and provides a roadmap for successful Digital Business Change, Transformation & Improvement.
Digital Strategy involves setting the organisation's goals, determining actions to achieve the goals, and mobilizing resources to execute the actions, often under conditions of uncertainty. A strategy describes how the ends (goals) will be achieved by the means (resources). The Digital Strategy Dynamic relates to where the organisation is going, and how it is going to get there and how technology enables achievement of the organisation's aims and ambitions.) (Value Planning))
Digital Workplace describes how and where Employees & Stakeholders implement the organisations plans, carry out their roles and activities, engage with technology, stakeholders, teams and ecosystems in the context of a modern technology enabled business. (Value Creation))
Digital Offering includes the Products & Services the Organisation Provides, how they are Presented, Provisioned and Consumed as they relate to the use of technology to create advantage and value. (Value Proposition))
Customer Intimacy reflects the knowledge, trust and confidence that exists between the organisation, its teams and stakeholders, and the customers business, organisation, teams and staff. It explains how effective the organisation is in leveraging knowledge of the Customer and the relationship for the mutual benefit of the Organisation and its Customers. (Value Source))
The Operating Model represents the architecture for management effectiveness, in co-ordinating the organisations resources and ecosystems, to create value and advantage for its stakeholders. (Value Structure))
Technology is about the design, selection, deployment, application and management of technology, to achieve Product Leadership, Operational Excellence and/or Customer intimacy. (Value Enabler)
Digital Business Model (DBM): The net additional economic value for the organisation, created by its effectiveness in leveraging internal and external Digital resources and eco-systems, in providing Offerings to Customers.
Access to Digital Resources (DAR): The ability of the Organisation to access all resources required to plan and execute a Digital Strategy.
Performance & Benefits Management (DPB): The effectiveness of the Organisation in managing the Organisation, Team, and Individual Digital Performance.
Innovation & Experimentation (DIE): The extent of Digital Innovation & Experimentation across the Organisation that leads to successful value creation.
Governance & Risk Management (DGR): The effectiveness of managing Digital Change & Transformation to assure target performance and outcomes are achieved.
Digital Ecosystems Exploitation (DEE): The ability to engage, influence and/or control Digital Ecosystems to create value.
User Engagement & Experience (DUE): The effectiveness of Digital user engagement, and the influence the user has on the design and operations of the Digital Workplace.
Work Design & Enrichment (DWD): The Organisation's Capability to enhance the attitude towards, and the motivational value of, the Digital Workplace for stakeholders.
Digital Literacy & Competence (DLC): The level of Digital Skills and Abilities of stakeholders, that enable them to participate in the design & operation of the Digital Workplace.
Digital Team Effectiveness (DTE): The Performance and Experience of Teams in exploiting the Digital Workplace (Virtual & Hybrid).
Remote & Virtual Working (DVW): The Management and Effectiveness of Remote Working, Virtual & Hybrid Teams.
Attitude towards Change (DAC): The attitude of stakeholders towards Digital Change in the organisation its ecosystems and workplaces.
Digital Product Management (DPM): The effectiveness in identification of Customer and Market requirements, and providing Digital solutions that meet or exceed those requirements.
Digital Advantage & Benefits (DAB): The compelling Digital differentiation the customer experiences in the process of searching, exploring, buying, receiving and using the organisation's Products & Services.
Digital Market Awareness (DMA): The level of awareness of the Organisation's Products, Services & Value Proposition in Target Digital Marketplaces.
Market Scanning (DMS): The effectiveness and shared understanding of Customer Market Dynamics, Changes and Opportunities across the customer organisations through Digital techniques.
Business & Financial Case (DBC): The effectiveness of decisions to launch new or improved Digitally enabled products and services and the quality of their life-time value to the organisation.
Personalization Agility (DPA): The ability to provide product and services that meet the unique requirements of each customer and market segment.
Customer Data Management (DCD): The ability to capture, secure and use customer data and information, to deliver enhanced value for some or all stakeholders.
Ownership & Management of Relationship (DMR): The quality and strength of the customer relationship, and the customer confidence in the Organisation, its people and products, due to the ownership and management of the Digital & Traditional relationships.
Enterprise Engagement with Customer (DCE): The quality of the understanding of each unique customer, and how the customers experience that, in every interaction (Digital & Traditional).
Customer Influence on Organisation (DIO): The importance placed, and the influence of, the customer on the Organisations Digital Products, Services, Brand and Operations.
Care & Trust Building (DCT): The effectiveness of the organisation in gaining the trust and confidence of the customer through Digital engagement.
Personalization Experience (DPE): The Customer’s sense of the importance that the organisation cares about, and delivers on their perceived unique needs.
Supply Chain Management (DSC): The efficiency, effectiveness, reliability & agility in the selection and management of Digital and Technology Suppliers and their performance in enhancing customer value.
Value Chain Management (DVC): The ability to improve and reconfigure the organisation's Digital value chain to continually improve stakeholder value.
Ecosystem Engagement (int. & ext.) (DET): The ability to join, create, influence and/or control important Digital Ecosystems that will improve product, operational and business performance.
Automation (DAN): The ability to identify and implement digitization and automation to improve Quality, Cost, Schedule & Service Levels.
Pervasiveness of Digital (DPD): The breadth and depth of the application and use of Digital Technology across the Organisation & its Environment.
Financial Management (DFM): The level of control and flexibility across the organisation enabled by digital access to strong, reliable, up to date, and useful Financial Information.
Architecture & Standards Management (DAM): The effectiveness in the, design, selection, configuration, integration and operation of technology to meet the needs of the business and enable Agility & Innovation.
Technology Selection & Supplier Management (DTS): The ability to select, adapt and manage technology providers to meet the Architecture and Business Needs of the organisation maximizing value for stakeholders.
Agility of IT Operations (DAO): The ability of IT to mobilise resources to achieve any team, user or business need, change or objective.
Business & User Value Experience (DUX): The posture/perspective any user holds in relation to the value of technology and the quality of its management as it relates to them, their team or the organisation as a whole.
Cyber Security & Safety (DCS): The confidence users have, and the effectiveness of, the organisation in protecting their Digital Assets & Information.
Delivery Management (DDM): The ability of the Organisation and its technology functions to predictably deliver high performing, robust and reliable Digital Solutions for Stakeholders.
A defined set of Traits are stated for every level (1 to 7) ‘Model’, ‘Dynamics’ & ‘Constructs’ and these may be viewed under ‘OrgCMF™’ drop down on the navigation menu. www.orgcmf.com. Also, the Development Roadmap actions are also defined for each level, enabling the user to both calibrate their Change & Improvement actions and to build the selected Macro Capability (Dynamic) or Micro Capability (Construct).
A comprehensive set of ‘User Configurable’ & ‘Standard’ online Maturity Assessments are available on the Platform Plans:
Discover your organisation’s current Digital Capabilities & their Maturities.
Identify, Analyse & Prioritize those Digital Capabilities required to achieve the Aims and Objectives and build ‘Digital’ Innovation, Agility, Productivity, Collaboration and Culture.
Set target maturities for priority Capabilities and assign ownership for achieving targets.
Get appropriate action guidance for all chosen Capabilities (Dynamics & Constructs)