Digital Transformation Readiness Survey
This Survey is a diagnostic tool for helping you evaluate your organization’s readiness for a digital transformation.
At the end of the questionnaire, there is a simple explanation of how to tabulate the results, discussing discrepancies in the responses and identifying any clear implications for the team.
Instructions: Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without over-thinking your answers.
Lack of Technology Strategy
Culture of Department Isolation/ SILO’s
Language Barrier between Technology and Business Teams
Lack of Data Culture
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People who don’t understand technology are creating the strategy for technology
Technology reports to CFO
Steering committees are hard to organize and when they do
executives of different departments disagree when budgeting for technology investments and hard to come to consensus, so these meetings become more update meetings with little brainstorming together or integrating of ideas
IT is viewed as an operating expense by business department (heads)
Majority of IT projects take exorbitant amounts of time and are frequently over-budget
Technology architecture is created separately from, and without consideration of business architecture
CIO is seen as, behaves like, a Chief IT Administrator
Lack of Technology Strategy
Lack of Data Culture
Reporting based on data is inaccurate, unreliable, and/or slow
Looking at traditional KPIs, metrics, and statistics; revenue based metrics that are slow to gather and doesn’t explain why
Focused on copying what competitors do, or the common “best practices” that industry pundits recommend
Various departments hoard data/information for leverage over each other, not for leverage of the company
IT is focused on SLA’s uptime and downtime of systems, not around business data
Culture of Department Isolation/ SILO’s
Non-technology departments (e.g. finance, marketing, sales, etc.) manage and fund technology independently of IT department – a.k.a. Shadow IT
IT department doesn’t know all the technologies, internal or SaaS/webapps, used by other departments
Business leaders don’t fully grasp what the IT Department does
Organization is a top-down hierarchical command structure, with no real bi-directional communication
Interactions between departments are heavily planned, formerly structured, and infrequent, reducing effective brainstorming and integration of ideas
Evident culture of finger pointing between departments
Language Barrier between Technology and Business Teams
Language used by business departments and technology department are very different
Steering committee meetings are difficult to moderate, with communication barriers between members
Interactions between departments are heavily planned, formerly structured, and infrequent, reducing effective brainstorming and integration of ideas
Business leaders often feel as though they are held hostage by the IT department because they don’t understand what the IT dept does
Many assumptions and constant miscommunication occurs when working together on projects
75% below in any of the categories above denotes significant issues in that category, indicating lack of readiness for a digital transformation.
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