Digital Maturity.What Is it. Are We There Yet?
1. How might it be defined?2. What does it look like?3. Why is it important?
• Not the only de+inition. My perspective; from experience.
• Two views of website (client/service provider).
• How to leverage insight in your own business
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• Vancouver, BC, Canada
• Office in NYC
• Founded in 2002
• Independently owned
• Senior leadership focused
• Team staffing of twenty five
• Client base across North America
About us.
• Role focused on prospecting new business; growing existing business.
• Lots of conversations across the client organization; senior level importance.
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What digital maturity isn’t.
• Category complacency
• Technological opportunism
• Social media internships
• Category complacency -‐ Not about what your competitors are doing. Consider all digital experiences by your customers.
• Technological opportunism -‐ Not about building it because you can. Fit the need.
• Social media internships -‐ Thoughtful digital staff resourcing approach.
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Drivers ofdigital maturity.
• Leadership traits
• Organizational intent
• Business insight & focus
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Digitalleadership traits.
• Intensity of commitment
• Strong communicator
• Digital DNA
• Intensity of commitment -‐ different approach OK. Believe in the value of digital. Not always from top.
• Strong communicator-‐ have inBluence across all levels of the organization.
• Digital DNA-‐ understand digital well enough to educate or inspire.
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OrganizationalIntent.
• Collective behavior
• Documented strategy
• Balanced funding
• Collective behaviour -‐ involved IT, legal, marketing, operations, Binance and HR.
• Documented strategy -‐ plan ahead. Documentation to drive buy-‐in.
• Balanced funding -‐ capital expenditure dollars, marketing budget allocation etc.
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Businessinsight & focus.
• Market/big data collection
• Web/mobile/social analytics
• Customer feedback
• Market/big data collection -‐ audit everything. But choose relevant information.
• Web/mobile/social analytics -‐ look back far enough to uncover patterns.
• Customer feedback -‐ don’t forget the human element.
Typical barriersfor digital maturity
• Organizational culture
• Expense vs. investment
• Resource prioritization
• Short-term vs. long view
• ROI clarity
• Organizational culture -‐ Bind your digital allies.
• Expense vs. investment -‐ business tool; earn revenue, manage costs.
• Resource prioritization -‐ short, medium, long term needs approach.
• Short-‐term vs. long view – consider immediate return versus future gains.
• ROI clarity -‐ deBine the potential outcomes (KPIs and KBIs); business case development.
Digital maturitypayoff
• 26% more profitable
• 12% higher market valuation
• 9% more revenue generation
Source: MIT Center for Digital Business
Digital MaturityModel - Web Client
Digital Business TransformationThe aim is to obtain a clear understanding of your organization, and identify where and how digital can be transformational in your business.
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• Website -‐ not integrated with internal systems.
• Success -‐ simply measured by trafBic count.
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• Website -‐ integrated with internal systems; starting to capture user data.
• Success -‐ lead generation/qualiBication.
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• Website -‐ cross platform experience; user journey engagement.
• Success -‐ leads converted into Birst time purchasers.
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• Website -‐ fully integrated internal systems across departments.
• Success -‐ customer retention; repeat purchase.
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• Website -‐ becomes an engagement platform; provides high level of value.
• Success -‐ lifetime value customer.
Sectors of digital maturity.
• Banking organizations
• Insurance companies
• Travel/hospitality groups
• One thing in common; customer driven change.
• Commodity offering differentiated by digital.
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Nike digital maturation.
Advertising Product innovationMobile ecosystemCustom web
Digital Maturity Model - Digital Agency
Agency EvolutionRedefining the value we bring to our client partners, and structuring the agency service mix to best fulfil their emerging needs.
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Digital maturity agency model
• Redefining value
• Restructuring the service mix
• Focused on emerging needs
• Rede+ining value -‐ change the nature of conversations. Right people to have conversations with.
• Restructuring the service mix -‐ blend digital “natives” with business experience leads.
• Focused on emerging needs -‐ continue to act on behalf of the consumer; they’re the ones changing the landscape.
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Strategy partner
Vendor partner
Can you design and build our website?
Respond With:Scope & Budget
Level 1 Engagement-‐ Spectrum of engagement and reliance.-‐ Faced with pre-‐determined role and outputs.
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Strategy partner
Vendor partner
Can you define what our website should be?
Respond With:Content Strategy & Approach
Level 2 Engagement-‐ Deepen the conversation with your client. -‐ Expand contact base to other departments. -‐ Seek out the problem/opportunity.
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Strategy partner
Vendor partner
Can you help define our online strategy?
Respond With:User-Centered Strategic Plan
Level 3 Engagement-‐ Look across all web/mobile/social touchpoints.-‐ Answer business goals across operations, HR, marketing etc. -‐ Keep the user in the center.
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Strategy partner
Vendor partner
What other digital experiences should we consider?
Respond With:Digital Roadmap Strategy
Level 4 Engagement-‐ Focus on broad business issues, now and in future.-‐ Product or service roadmap combined with user journey model. -‐ OfBline integration opportunities?
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Strategy partner
Vendor partner
Can you identify new business opportunities in the digital landscape?
Respond With:Digital Business Transformation Strategy
Level 5 Engagement-‐ Deep dive into the organization’s future business model.-‐ Digital across all departments, and lots of C-‐level conversations. -‐ Revenue growth, proBitability, operational efBiciencies.
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Final thoughts.
• What type of working relationship do you have.
• Are the right questions being asked (early, and often).
• Who are the decision makers and advocates.
Thank you.
Dean ElissatVP Client Engagement
@delissat