Helping Sri Lanka
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Helping Sri Lanka
The Digital
Evaluate Your
Business Approach
With
With shifting value chains, consumer touch points becoming increasingly digital and marketing becoming much more than
Social Media, can your business continue to do what it used to do?
Are you digitally ready?
With shifting value chains, consumer touch points becoming increasingly digital and marketing becoming much more than
Social Media, can your business continue to do what it used to do?
Are you digitally ready?
I have a business transformation blueprint.
You have developed a customised adoption roadmap that provides you with the capabilities needed to achieve your business goals.
I have a digital transformation roadmap aligned to our transformation blue print.
Digital transformation is integrating digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organisations to continually challenge the status quo, experiment, and get comfortable with failure. Digitisation is the first step in digital transformation, which must occur before digitalisation is possible. In turn, digitalisation is necessary before digital transformation is possible.
I am able to phase my roadmap from digitisation initiatives to digital transformation programs.
I have a clear methodology to create synchronicity between transformation and business impact.
I have alignment between key process, key systems, data and operations.
My transformation factors a holistic framework aligned to Ecosystems, Customer Experiences and Organisational Efficiency.
I can differentiate between IT and Digital as key desciplines within my organisation.
I have a clear digital vision with sequenced goals and outcomes.
My strategy and approach is a result of 'system' thinking.
System thinking is a holistic way to investigate factors and interactions that could contribute to a possible outcome.
My strategy and purpose are understood and have shared ownership throughout my organisation.
My KPI's are based on Digital Readiness and not usual business KPI's.
I have a clear Digital Value Proposition (DPV), understand new possibilites, and capitalise on them with new products and services.
An online value proposition is defined by entrepreneur, Michael Skok, as “a positioning statement that explains what benefit you provide and how you do it uniquely well. It describes your target buyer, the pain point you solve, and why you're distinctly better than the alternatives.
I can measure Digital Customer Lifetime Value.
Customer lifetime value (CLV) is a measure of the total income a business can expect from a typical customer for as long as that person or account remains a client. When measuring CLV, it's best to look at the total average revenue generated by a customer and the total average profit.
I have clear enablement from lead generation to onboarding.
My customers and I use data rooms to share information and drive deep collaboration.
I have a clear process to create digital products, digital ops and digital channels.
I can attribute my technology and communication investments to revenue (RevOps).
Revenue Operations (RevOps) is the strategic integration of sales, marketing, and service departments to provide a better end-to-end view to administration and management while leaving day-to-day processes within the departments.
I drive customer (human) centric innovation.
Human-centric design is an approach to product development that puts user needs, desires, and abilities at the center of the development process. It means making design decisions based on how people can, need, and want to perform tasks, rather than expecting users to adjust and accommodate their behaviors to the product.
Our innovation process begins with customer empathy.
Customer empathy is the ability to see things from the customer's perspective. Empathy in customer service means putting yourself in buyers' shoes and understanding their pain points. As a business, it is the ability to understand what a consumer experiences when they use your products or services.
Iteration and experimentation are facilitated in our business ops.
I believe innovation leads to growth.
My organisation is investing in a digital mindset and capability.
The term “digital mindset” refers to “a set of attitudes and behaviors that enable people and organisations to see how data, algorithms, and AI open up new possibilities, and to chart a path for success in a business landscape increasingly dominated by data-intensive and intelligent technologies.
I am building digital execution capacity.
Adopting and developing new practices with digital technology in order to be able to analyse better, and develop a critical perspective on content and underlying systems, services, and networks.
I recognise digital transformation will be driven by business/product owners.
I am empowering business teams with technology.
My Chief Digital Officer is not from IT.
I have strong cross functional transformation teams.
Their core purpose is to make sure that they find a match between the product and the market working together towards this goal. A cross functional team is one that consists of people from different departments of a company.
Failure is encouraged and measured.
I have a comprehensive digital skills matrix.
Our KPI framework is specific to Innovation and Digital Transformation.
Digital transformation is a clear example of the difference between innovation and transformation. Essentially, digital transformation describes the process by which a company forms a strategy to implement technology to improve business and meet the ever changing demands of the consumer.
Our culture is decentralised and open to adoption.
My organisation has been successful at minimising manual processes for employees.
I have a technology roadmap aligned to a transformation roadmap.
I have a clear technology selection strategy.
Technology selection is one part of the larger technology strategy of the company. It is a methodology that involves analysing a business case and choosing a technology or technology stack that will solve it most effectively.
I have DevOps and DataOps teams working with the business.
DevOps is the transformation in the delivery capability of development and software teams whereas DataOps focuses much on transforming intelligence systems and analytic models by data analysts and data engineers.
Our entire digital and innovation program has a control tower in the form of a PMO.
I have a clear integration strategy.
Integration strategies are processes that businesses can use to enhance their competitiveness, efficiency, or market share by expanding their influence into new areas. These areas can include supply, distribution, or competition.
I understand how legacy systems can integrate with newer systems and applications.
A legacy system is outdated computing software and/or hardware that is still in use.
Our workflows are broken down to events that are measurable.
Our data is organised, structured and documented in a data directory.
Business users have access to data and know how to find insights independently.
I have a clear risk management framework.
I have a clear KPI framework around input-output adoption.
I understand the internal and external customer journey.
External customers are those who see your company mainly as a provider of something they buy. Internal customers participate in your business by actually being a part of it.
We connect how internal events lead to external experiences.
We use data to improve internal and customer experiences.
We see evidence of good experiences driving business growth.
With shifting value chains, consumer touch points becoming increasingly digital and marketing becoming much more than Social Media, can your business continue to do what it used to do? Are you innovation ready?