• 70% of Organisations have, or are working on a Digital Transformation Strategy.
• All have one or more of the following aims 1. Product Leadership 2. Operational Effectiveness 3. Customer intimacy.
• Digital Change and Transformation is about Business and Organisation Change, enabled by technology.
• 70% of Digital Transformations fail to meet their Objectives. This figure is worse if the org does not have high tech competence
• The Three main causes of Failure are:
Lack of Clear understanding & definition of what Digital and the economics of Digital means for their business.
An over focus on managing the technology aspects of transformation rather than the Business & Operations aspects.
Failure to identify and manage the organisations Capabilities required to leverage technology enabled business and operational transformation.
There are two approaches to starting a program to assess Digital Transformation Readiness 1. Carry out a ‘Full Triage Maturity Assessment’ to baseline your organisations ‘Change Capability (Agility)’ or alternatively based on your organisations transformation aims to select and configure either a ‘Triage’, ‘Diagnostic’ or ‘Combined’ Maturity Assessment unique to your specific Business Context.
Understanding the existing organisation context in terms of performance and KPIs' is a critical starting point, as it informs the setting of the Transformation Ambition and Aims for the Organisation. Clearly stating the problem or opportunity in the context of current performance and target outcomes and performance, must always be the starting-point and this allows for SMART Objectives & KPIs' for any organisation’s Digital Change or Transformation. It is important to draw out those indicators of existing Performance or Constraints that are important for your Organisation.
Current Organisation Capabilities and their related Maturities determine the current performance, so knowing these are essential for understanding the existing constraints on the Organisation's ability to effect Digital Change & Transformation, and it enables the team to take a systems view of what Capabilities may be missing or need Maturity Improvement to enable whole system ‘Change Capability’. The selection, configuration and management of any OrgCMF™ Assessment can be completed in a matter of minutes on-line. The user can configure their assessment to meet their specific needs or follow ODTI guidance. If technology and technology management are a specific issue for your organisation and require intensive focus then you should consider the use of a technology specific Framework such as IT-CMF from the Innovation Value Institute, or COBIT & CMMI from ISACA. Digital Transformation can be directed at any point in the 'Value Pyramid' for an organisation.
Understanding the existing Capabilities and their Maturities relevant to the 'Value Points' that will change, or be created through Digital Change, is a critical success factor for technology-enabled transformation. Another is ensuring that Operational Capabilities necessary to realize the new Value Created are operating at the higher levels of functioning.
Digital Transformation usually requires significant change in the nature and type of work people do, and new roles emerge requiring new skills. The Organisation’s existing maturity around the 'Work' Dynamic often requires a specific focus and improvement. Research shows that the business value of Digital Transformation is optimised when higher Maturity levels of the 'Work' Dynamic & Construct Maturities are achieved (Levels, 5, 6 & 7).
Once you publish your OrgCMF™ Capability Maturity Assessment, your invited participants will receive an email link to complete the Maturity Assessment. Also, if you permit them, they will also be able to see the real-time report and its recommendations. You may also invite Report Viewers who you wish to see the Report, but did not participate in the Assessment.
Once you have closed (Completed) your Assessment, your team can review existing Capabilities and their Maturities, and consider the specific Report Guidance for next improvement actions. This helps you prioritise improvement actions and calibrate these actions for sustainability, by following the report guidance; and by designing the action plan in the context of your organisation’s aims and objectives outlined in 'Step 1', OrgCMF™ enables the Transformation leadership and team to focus on the critical Organisation Capabilities and their development as needed to support the Business, Operational & People changes that are required across the whole organisation to leverage the benefits of the technology-enabled transformations.
Organisational-Capability Maturity Improvement is a system-wide activity and touches many stakeholders. The OrgCMF™ Assessment Reports and the Body of Knowledge provide useful knowledge to most stakeholders as regards their roles in improving capabilities. That said, it is essential that the overall Improvement-Program actions have ownership, accountability and responsibility, and that this permeates through and across the organisation as appropriate. The structure of OrgCMF™ is such that this can happen at Model, Dynamic or Construct level. As stakeholders build operational Capability Maturity working on the ‘Constructs’ (Capability Building Blocks) for their roles and activities traction and sustainable improvement is achieved.
Improving Capability Maturity at any level in the Model, will improve ‘Change Capability (Agility)’. As responsible individuals and their teams focus on the 'Constructs' (Capability Building Blocks) they can carry out more specific 'Diagnostic' Tier Maturity Assessments' if required, and receive more specific, detailed and Calibrated action guidance at this 'Building Block' level for the specific Capability Constructs. As the maturity of each related element of the system improves, so does the system overall. We recommend short implementation 'Sprints', leveraging some key 'Agile techniques' to allow for flexibility and responsiveness in this change-and-improvement process, and to allow also for experience and learning of some of the practices that relate to Agility.
As with all effective methodologys' for change and improvement, some level of governance is required to monitor and assure the desired outcomes and results are being achieved both with Capability Maturities and the Target Objectives and KPIs' for improvement. Given this specific program relates to Agility Improvement the relevant key indicators for your specific context should be included in the KPI list.
The approach presented in the 'Organisation Capability Improvement Method' (OCIM™) is not rocket science. However, by focusing on Organisation Capability Maturity Improvement and leveraging the OrgCMF™ Maturity Assessment platform, you and your organisation are using the most advanced and latest 'Management Science' in 'Dynamic Systems Maturity Theory' (DSMT™).
Research indicates that successful Digital Transformation is achieved only at the higher Maturity levels of OrgCMF™ (levels 5, 6 & 7). It also makes it clear that successfully building ‘Digital Transformation Capability’ is about building Capability Maturity both on the solid foundations as revealed in its assessment, and in a sequential manner as expressed in the underlying organisational-learning theory which is specifically used to ensure there are no gaps in the process that typically undermine other approaches to Transformation as evidenced in their high Failure Rates – Traction and Sustainability are key among the added-value hallmark advantages of the OrgCMF™ Transformation process.