Digital Transformation Readiness Program
Digital Transformation is Cultural, Not Technological
TRANSFORMATION
is not something you do
It’s an attitude and an approach. We must all create transformational leaders and transformational cultures within our organizations if we are to continue to thrive as the world rapidly changes and evolves. This is because we believe that we have entered an exciting – and sometimes scary – new era in which the industrial era is giving way to the “Digital Era”. The rules that have governed how we live and operate for the past 150 years are changing in front of us. And no one really knows what will happen next. We therefore need to create organizations and leaders who are comfortable operating with uncertainty and who can rapidly evolve their operating models to adapt to changing markets and directions. That is a transformational culture. That is transformational leadership.
Your Organization MUST be Prepared for Constant Change
What do the world’s most elite military units and championship sport teams have in common?
Continual Readiness
They are always training, preparing, “getting ready” for the next mission or the next game. They know that the better prepared they are, the more likely the mission will be successful, and the game won.
The Institute has developed an analytical Model that will objectively measure the “Readiness” of an organization’s ability to change. We refer to this model as the Four Dimensions of Digital Readiness.
Operational Sustainability
Organizational Agility
Does your organization have a stable base to operate from?
How quickly can your organization react to change?
Strategic Agility
Disruptive Culture
How well does your organization anticipate change?
How receptive is your organization/people to implementing change?
Operational Sustainability
Does your organization have a stable base to operate from?
Organizational Agility
How quickly can your organization react to change?
Strategic Agility
How well does your organization anticipate change?
Disruptive Culture
How receptive is your organization/people to implementing change?
The model was developed using data gathered over the past decade of working with companies undergoing change and collected as part of multiple research projects. Our Chief Scientist, Dr. Frank Granito, combined this data with other academic studies to develop our current model.
Attributes of Each Dimension
Operational Sustainability
- Strategic & Functional Clarity
- Inter-Functional Integration
- Organizational Discipline
- Organizational Governance
- Metrics-Driven Management
- Operational Flexibility
- Team Dynamics
Organizational
Agility
- Strategic & Functional Clarity
- Inter-Functional Integration
- Organizational Discipline
- Organizational Governance
- Metrics-Driven Management
- Operational Flexibility
- Team Dynamics
Strategic
Agility
- Strategic & Functional Clarity
- Inter-Functional Integration
- Organizational Discipline
- Organizational Governance
- Metrics-Driven Management
- Operational Flexibility
- Team Dynamics
Disruptive Culture
- Evidence-based Decision-making
- Continual Operational Reassessment Bias
- Critical Thinking and Analysis
- Management Innovation
- Organizational Innovation
- Organizational Leadership
- Agile Values
- Collaborative Digital Storytelling
- Customer Orientation
Proof Points
There is case study evidence of the success of companies for each of the dimensions:
What Makes The Institute’s Framework Unique?
-Other Assessments focus on a specific aspect of the change:
- Implementing Digital Technologies such as Public Cloud, Big Data, or Predictive Analysis
- Implementing Digital Practices, such as Agile, Lean, or DevOps
- Improving Operational performance by using Automation or AI
- Changing Organizational Structure by adding a Chief Digital Officer
Our focus is the Readiness of Your Organization to handle the stress of the transition.
Analytical vs Subjective
Findings and recommendations are produced by a validated analytical model. Results from other assessments vary based on the experience and expertise of the assessment team.
Inclusive vs
Selective
Information is gathered from the entire organization, not just a selective sample chosen by Management or the assessment team.
Vendor Agnostic vs Self Serving
Recommendations are not aligned with a specific vendor solution. The Institute’s Framework integrates seamlessly with other technology, process frameworks, methodologies, or approaches that you are already using.
How Does the Assessment Work?
The Assessment gathers information from your staff using a series of electronic Collectors. The Institute will work with a designated coordinator to create and distribute a series of emails to explain the purpose of the Assessment and encourage your staff to participate.
Approximately 1-2 weeks
Kickoff Meeting &
Project Plan
- Client assigns coordinator
- Create communications plan
(Why your input is important) - Schedule start date
Distribute Collectors & Gather Input
- Send emails to staff announcing assessment
- Distribute Collector to Respondents
- Send reminder emails while Collector is open
(5-7 business days)
Analyze Results &
Present Finding
- Analyze Collector results
- Prepare Readiness report
- Develop recommended improvement activities
- Conduct video briefing session
- Follow-up support for 1 month
Electronic Assessment
How Does the Assessment Provide Me?
- Data Based, Objective Results
Operational Sustainability
Status
Strategic & Functional Clarity
Ready/Mature
Internal Functional Integeration
Preparing
Operational Discipline
Preparing
Governance
Ready/Mature
Metrics - Driven Management
Preparing
Operational Flexibility
Preparing
Team Dynamics
Not Ready/ Immature
Vendor Agnostic Recommendations
-Team Dynamics
- Establish Roles and Responsibilities – In synergy with establishing processes in Organizational Discipline, roles and responsibilities should be defined and assigned. Each staff member will know what is to be done and who is to do it, thus eliminating redundant and conflicting effort.
- Development of Skills and Availability Matrix – The organization should know the skills of its staff, the skills required of its staff, and the availability of its staff. This can align with Agile principles.
- Cross Training and Job Sharing Program – Establish mechanisms were versatility is embraced and staff know and empathize with co-workers on other teams within the organization. Appreciation for the level of effort required of upstream and downstream partners will help break down artificial organizational boundaries.
Designed by: The Wolf Corp © 2021