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Digital maturity self-test

Score the current maturity of your organization and send the results in. You will receive an analysis with advice within 5 working days.

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Instruction: choose the maturity level that is 100% applicable to your organization. If in doubt, choose a lower maturity level.

DIMENSION 1. ORGANISATION

The maturity of your organization in terms of strategy, processes, collaboration, governance, and innovation.

STRATEGY
there is no digital strategyorganisation strategy translated into a first digital strategydigital strategy is implemented organisation-wide and periodically optimisedstrategy is measured and optimised frequentlydigital strategy is optimised continuously based on analysis and changes
PROCESSES
no process management and process analysisfirst process analysis with process portfoliofirst process optimisations and monitoringall process outcomes are measured on their value for the customercontinuous process optimisation based on changing demands from customers and business
COLLABORATION
collaboration outside ones own department is virtually impossiblefirst collaboration between departmentsmore use of multi-disciplinary teamsstrong collaboration with customers, partners and vendorsthe organisatie is a network that operates in an external network
GOVERNANCE
no policy on information and process management strategydispersed policies on information and process management analisys with process portfoliopolicies with procedures and standards, but no connection with other disciplinesownership is clear, all policy disciplines are connected with each otherall stakeholders play an active role in the governance optimimisation
INNOVATION
no innovationno grip on first innovation initiativesfirst initiative for strategic innovations with impact measurementclear oversight of innovations and their impactmulti-disciplinary teams work on strategically embedded innovations

DIMENSION 2. INFORMATION

Maturity in terms of information quality, semantics, data-driven work, searchability, and compliance.

QUALITY
no focus on information analisys and information qualityinformation quality is assessed on an ad hoc basisfirst organisation-wide information analisys with recommendationsinformation is optimised on a regular base, according to standardsinformatoin is continuously optimised
SEMANTICS
information has no or hardly any context or predefined structuredifferent metadata and data models without coherenceorganisation-wide use of metadata, refence data and master dataall information has a context based on semantic modelsall information uses the same semantic standards
DATA DRIVEN
no data to make informed decisionshere and there data reportsfirst initiatives to make data informed decisionsall decisions are based on datadata plays an essential rol in predicting trends and opportunities
FINDABILITY
information is not or hardly findabledifferent search instances that are not alignedsearch instances are as much as possible alignedone central search instance, search experience bases on search log analisyscontinuous search optimisation based on automated analisys
COMPLIANCY
information management is not or hardly compliant with legislationinformation management complies here and there with legislationmost enterprise information is compliant with legislationall enterprise information is compliant with legislationaccessiblity, security, and privacy protection are all 'by design'

DIMENSION 3. TECHNOLOGY

Maturity in the use of systems, architecture, lifecycle, interoperability and usability.

USAGE
information and process systems are not used in an optimal waysome ad hoc system optimisationsystem integration between different departmentsseamless integration of all systems in one presentation layerall systems are completely personalised for both employees and customers
ARCHITECTURE
no architecturesome architectureall enterprise architecture layers are mapped, but not connected with each otherfull integration of business, information, application and technology architecturearchitecture responds proactively on continuously changing needs of both customers and the business
LIFECYCLE
no lifecycle support by information and process management systemssome lifecycle phases are supported, but systems are not connectedall lifecycle phases are supported, but systems are not connectedfully integrated support of the entire lifecycle by all systemsproactive support of information and process management acrosse the lifecycle
INTEROPERABILITY
no or little information exchange between systemshere and there some exchange of information between systemsinformation is being exchanged from one source across some channelsinformation is being exchanged from one source across all channelsinformation is being exchanged across any imaginable channel and device
USABILITY
usability and accessibility of systems and channels are not analysedusability and accessibility are being analysed, but systems are not optimisedscenarios and personas are use to optimise systems and channelscustomer and employee experience are key in the implementation of all systemsstakeholders are in the lead of system design and implementation

DIMENSION 4. CULTURE

Maturity in leadership, team dynamics, well-being, digital skills, and the ability to change.

LEADERSHIP
leadership has no vision about the transformation, let alone exemplary behaviour and supportleadership has a vision about the transformation, but no exemplary behavior and support yetleadership has a clear vision about the transformation, and first actions towards exemplary behavior and supportleadership has a supported vision, leaders set an example and support the transformationleaders play an active driving and facilitating role in the transformation
TEAMS
teams work sub-optimally, they are very probing, and work without risks or discussionsteams are strongly seeking transformation, they react emotionally and there are tensions.teams align their collaboration, there are clear agreements and (growth) objectivesteams are routined and work together efficiently towards a resultteams work together based on trust, are customer-oriented, and dare to take risks
WELL-BEING
there is no attention for the well-being of employeesthere is a growing awareness that the well-being of employees is important for the organization and transformationinitial initiatives are being taken for the well-being of employeesthere is active support for the well-being of employees on various frontsthe high level of well-being reinforces the continuous transformation
DIGITAL SKILLS
employees have little or no digital skills and there is no attention for this.first initiatives are emerging to improve digital skillscertain employees have the basic skills. Others have more advanced knowledgeemployees are regularly trained. They have the digital niceties needed for the transformationthe organization is constantly focusing on sharpening existing and developing new skills
CHANGE CAPACITY
the organisation underestimates the importance of the change, and has no eye for change capacitythe organisation realises that the change has an impact, but does not yet have a structural approach to guide thisthe organisation recognises the impact of change and sets up initiatives to support the transitionthe organisation has structural processes to guide the change and support peoplechange is a constant and change ability is in the DNA of the organisation
Which dimension gets the most attention in your organisation?
Which dimension gets the least attention in your organisation?
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