Digital Maturity (20/20)
Real time monitoring
The main digital companies keep track of key performance indicators such as the frequency at which digital communications are used, measure KPIs against digital priorities and ensure follow up on the comments received both positive and negative.
When Starbucks launched a new POS system; administrator’s transactions recorded on video and interviewed employees to refine the payment process. That feedback enabled the company to cut ten seconds of any mobile or based on a credit card transaction, allowing employees to process sales faster and saving customers 900,000 hours of time online each year.
While there is an answer that works for all businesses, companies with high-DQ carefully and deliberately build organizational structures that reflect where you are in the digital transformation. Some recognize that the main issue cannot turn fast enough to capture a new digital growth. For example, many traditional organizations have carved out successful media business operations from more mature content.
The trip to the digital maturity requires a wholehearted commitment of the management of a company and a sustained investment in people, skills, technology, and cultural change. To begin with, an organization must be honest about your DQ, clear about its long-term strategic opportunity, and open to the iteration and refining solutions along the way. (McKinsey, 2015)