Digital Transformation Readiness Assessment - Web Survey Tools

We have a set of high-level digital initiatives to pursue but lack a detailed strategy articulating the “why”, “what”, and “how” of transformation.

We have a defined digital strategy but do not feel prepared across all elements. We do not necessarily have: a defined vision or goals; prioritized initiatives; the right technology, people, and/or scaling.

We have a clearly articulated strategy, prioritized business outcomes and goals, and an implementation roadmap for our people, strategy, and technology. We feel well-prepared to undertake the transformation.

Limited engagement from leadership has led to a high level of misalignment among middle management.

The CEO and executive committee tend to be aligned on long-term targets, but this vision hasn't been sufficiently adopted by middle management. Most middle managers are bought in, but some naysayers pose a risk to the transformation's success.

All managers are aligned and bought in as a result of strong leadership from the CEO and executive committee.

Our transformation team is largely under skilled and unable to deal with complexities that can arise. Compromised work standards and delays are common.

Some resources are very capable of producing excellent work on time. Others are less skilled and produce substandard work, which may delay the entire team.

All members of the transformation team consistently produce very high-quality work on or ahead of schedule.

Our leadership operates with a traditional mindset (dependent on hierarchical decision making, extensive planning, etc.) and has limited stamina to endure challenges. Significant silos exist.

Our leadership is adopting agile ways of working, such as iterative check-ins, but traditional processes and ways of working still exist. We have limited tolerance to setbacks. Some cross-functional teams have been set up.

Our leadership operates with an agile mindset and relies on: quick decision making; empowered teams; and a fail-fast, learn-fast approach. There are many cross-functional teams. No silo behavior occurs.

Largely ineffective monitoring processes lead to different versions of the truth and an inability to measure progress.

Somewhat effective monitoring processes allow decision makers to determine high-level progress. However, there are instances where a lack of data prevents rapid decision making and the necessary reallocation of resources.

Effective monitoring processes lead to a single source of truth, enabling decision makers to determine progress.

We lack a roadmap for migrating away from legacy architecture and rely on a stopgap approach to pilot initiatives.

We know the changes that are needed to support our prioritized initiatives but place limited emphasis on enabling scalability and flexibility for adapting to change as the transformation progresses.

We have a well-defined migration roadmap and have made sufficient investments toward building a flexible, interoperable, and scalable platform.