Digital Transformation Maturity Assessment

Commissioned by UST

• Welcome
• Questions
• Results
• Methodology

Welcome

How Digitally Mature Is Your Organization?

A company’s value will always depend on how resilient, creative, and adaptive it is — and how quickly it can harness technology to differentiate. Today, this requires every business to become a digital business. How is your organization navigating this digital transformation? Take our short self-assessment to find out.

For this assessment, we will be asking you to rate your organization in 4 key areas. For each area, you will be given 3 statements.

The assessment will yield customized results and recommendations based on your responses and should take no more than 2 minutes to complete.

Start

Questions

Please indicate the extent to which the following statements describe your organization’s approach to customer and employee experience on a scale of 1 to 5:

1 - We don't currently do this

2 - We're considering/planning this but have not yet started

3 - We have just started this

4 - We have been doing this for more than 12 months

5 - We have been doing this for more than two years

We have a voice-of-the-customer team that continuously delivers insights to our business leaders and digital teams.

1 - We don't currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We monitor the adoption of employee experience technologies to determine effectiveness.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

Our business and technology strategy continuously improve how we deliver value to our external customers.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

1 of 4

Questions

Please indicate the extent to which the following statements describe your organization’s approach to accelerating and optimizing business processes on a scale of 1 to 5:

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We apply digital technologies to simplify and/or reengineer existing customer-facing processes to save customers’ time.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We continuously seek to eliminate redundant or unnecessary processes left over from legacy technology or business processes to drive agility and ease new technology integration.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We design new automated business processes to supplement employee capabilities in support of external customers.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

2 of 4

Questions

Please indicate the extent to which the following statements describe your organization’s technology strategy on a scale of 1 to 5:

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

Our technology strategy is fully integrated as part of our business strategy.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We measure technology performance in real time based on the actual digital experience our customer receives.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

Our technology strategy emphasizes an open, flexible architecture to drive speed and agility and quickly connect new system capabilities.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

3 of 4

Questions

Please indicate the extent to which the following statements describe your organization’s approach to using an ecosystem of partners on a scale of 1 to 5:

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We are encouraged to innovate and think creatively about how new partners and new technologies can help create customer value and/or improve the employee experience in support of customers.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We are building a digital platform business model integrating employees, suppliers, and customers.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

We continuously seek to integrate new technology partners to create new sources of value for our customers.

1 – We don’t currently do this

2 – We’re considering/planning this but have not yet started

3 – We have just started this

4 – We have been doing this for more than 12 months

5 – We have been doing this for more than two years

4 of 4

Results Overview

Digital transformation requires many moving parts. To utilize emerging technologies to unlock new sources of value for customers and employees, drive revenue growth, and create operational agility, firms must accelerate the transition to digital business. Our assessment evaluates participants across 4 key capabilities:

Where is your firm today, and what can you do to maximize your digital investments in the future? Continue to see your personal results and recommendations.

Recommendations

Download a PDF of your results and recommendations

Beginner Intermediate Advanced

Your maturity result: Beginner Intermediate Advanced

Beginner

Your score suggests your firm is early in its digital journey and currently lags leaders in several aspects of digital business.

• Create a sense of momentum and success by nurturing creativity. One of the biggest challenges is gaining momentum for digital business. You need to prove the value of investing in new ways of working to your company’s natural skeptics. You can accelerate progress by identifying small, high-value initiatives designed to have a big customer impact. Encourage employees and empower them to solve challenges. Promote the success of early initiatives to gain support for a broader digital strategy.
• Develop your digital strategy around business impact. Your digital strategy should reflect your business strategy. The best digital strategy is a business strategy based on digital capabilities. Focus your initial strategy on how you will use technology to create customer value and business agility in the near term.
• Beware of having a cost-centric strategy. If your digital initiatives focus on reducing costs, you risk leaving money on the table. Unless your business is in commodity products, focus more on improving customer experiences alongside existing products to create greater visibility across the organization of the value of digital.
• Cement your future business ecosystem with strong early partners. The ability to tap into business partners to create new sources of value for customers is a critical capability for digitally mature firms. To get going on developing a strong ecosystem for your business, identify strategic technology partners. Tap into the experience and expertise of partners to accelerate your digital journey.
• Use cloud strategically to accelerate outcomes. Early on, adopt cloud services where they can accelerate your digital initiatives. Cloud services can help improve both customer- and employee-facing digital experiences, run core business applications, and support continuous delivery through DevOps. Be strategic about early cloud choices. As your firm matures, cloud will become central to your technology architecture.
• Automate technology infrastructure and operations. A digital business must have a technical foundation capable of adapting and scaling quickly and reliably. Agile and DevOps will become standard. Automating IT processes such as application and system monitoring, configuration, provisioning, and server updates will prepare your technology team for the future.
• Establish an AI/ML CoE. AI and ML will be significant in your future. Begin by establishing a team to work alongside vendor partners to gain understanding of how AI and ML can create business and customer value.

Intermediate

Your score suggests your organization is well on its way in its digital journey. Despite the progress you’ve already made, there are even more opportunities ahead:

• Assess your skills gaps needs to support key digital capabilities. Part of the journey to maturity depends upon retraining employees to be adaptable to a digital business that’s constantly evolving. You can’t hire for or train what you don’t know you need. Identify strategic capabilities and the critical skills needed to support them. Once you know where the gaps are, start to fill them with targeted training and thoughtful hiring.
• Expand your ecosystem to help fill gaps. Look to extend your business ecosystem as you develop more digital experience. New business partners can help augment your existing products and services. Adaptive API-enabled technologies integrate business partners into your ecosystem.
• Establish a digital product team. Your digital product team will be responsible for bringing your new digital products to customers and driving the continuous evolution of customer value. Make sure your product team is rooted in customer data.
• Use data and customer insights to get the support of senior executives. Having a senior leader who continuously promotes the vision and values of digital business — customer-centricity, continuous innovation, and operational agility — will go a long way in helping employees get behind making changes to the way they work. Use data and analytics based on early digital initiatives to sway executives on the value of digital business.
• Focus on your digital culture. Resistance to change is a decidedly human trait. The top barrier to digital transformation is a conservative culture with top-down command and control. To help break down cultural barriers, promote your early digital successes in lunch-and-learn sessions. Empower your teams through objectives and measuring objectives and key results (OKRs), without telling them how to achieve the results. Focus OKRs on customer outcomes to encourage customer empathy, and reward collaboration and innovation with public employee awards every cycle.
• Expand your cloud-based services. Cloud should be central to your technology architecture. Focus on continuous delivery, applying DevOps for deploying customer- and employee-facing digital experiences. Consider migrating core business applications on cloud platforms.
• Leverage advanced analytics and AI/ML. Make sure your data becomes your most valuable asset. Extend data-driven decisioning throughout the enterprise, and use data and analytics to improve products and services. Broaden your enterprise digital awareness by training all employees to understand AI and ML. Identify strategic use cases that align to business objectives and run AI/ML pilots to highlight business impact.

Advanced

Congratulations, your score suggests your business is already ahead of many on its digital journey! As you continue to build on your digital capabilities, turn more attention to improving employee experiences and developing new digital products.

• Power employees with cloud-based digital services. Your employees are your firm’s future. Use your advanced digital capabilities to augment employee experiences with advanced cloud-based digital tools so they can maximize their impact on creating value for customers.
• Embed data and analytics into your product portfolio. Use data and analytics to design more valuable and effective digital products. As your customers gradually get more value through the digital experiences surrounding your products and services, your firm evolves into a true digital business. As a digital business, you need more robust digital product management capabilities to support your digital products. Focus digital product development on creating customer value by helping customers get to outcomes they value.
• Use AI & ML to create new sources of value. Identify strategic use cases for AI/ML based on opportunities to deliver measurable business and/or customer impact. Look for opportunities to deploy AI/ML internally, transforming operational effectiveness and creating greater business agility.
• Embrace Zero Trust. As your revenue increasingly depends on digital products, you must maintain customer trust. Security incidents and compliance violations can spell disaster for your business. Use virtualization and cloud capabilities to put Zero Trust at the heart of your security ecosystem.
• Embrace ecosystem management capabilities. Ensure you are working with partners that share your organization’s values and won’t cause undue harm by conducting regular third-party risk assessments. Make sure the partners you have are contributing to the way your firm is creating customer value and business agility. And verify your partners are supporting your Zero Trust security stance.
• Measure lifetime customer value. Of all the customer metrics you can track, lifetime value delivers the most comprehensive view of value creation. Identify the leading indicators of lifetime value changes. Connect all future digital initiatives to impacting lifetime value.

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Next Steps

Read the research

Thank you for taking the time to complete this assessment! Click here to read the full Forrester study commissioned by UST.

Ready to get started?

To learn more about how UST can help you on your digital transformation journey, contact digital@ust.com

Methodology

Methodology, Disclaimers and Disclosures

Methodology

Methodology

In this study, Forrester conducted an online survey of 406 decision-makers in the US, Canada, the UK, Spain, Germany, Singapore, Hong Kong, Australia, India, and Japan to evaluate their digital transformation journey. The study was completed in January 2021.

Disclaimer

Although great care has been taken to ensure the accuracy and completeness of this assessment, UST and Forrester are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein.

Disclosures

This interactive tool is commissioned by UST and delivered by Forrester Consulting.

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