Digital Capability Framework Overview

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DIGITAL CAPABILITY FRAMEWORK - OVERVIEW

Measure and Achieve Digital Potential in Business

Developed by Kieran OHea Digitigm July-November 2010CONFIDENTIAL

For the purpose of this presentation Digital means digital processes, services and

devices including but not limited to broadband, internet, digital media, social

media, websites, smart phones, digital marketing and digital advertising.

Extensive experience working directly with digital agencies and with their clients

has provided first-hand evidence that a more comprehensive understanding at

decision-making level of what digital is and how it can add value to business can

help organisations to exploit their digital potential more effectively.

The Digital Capability Framework is a holistic, competency-based model that

facilitates this understanding on an enterprise-wide basis. It is change

management underpinned by digital best practice and can be delivered to all types

of organisation, especially traditional businesses, SMEs and public agencies.


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DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 1

The Digital Capability Framework is intended to help Internet-enabledorganisations in all sectors to measure and achieve their digital potential.

Due to reasons including lack of awareness, corporate culture, generation gap at

management level or simply getting the wrong advice, the enterprise-wide

deployment of digital technology and processes is often lower than it could be.

Steps that can be taken to improve this include a digital audit of the business,

decision assistance programmes, digital management programmes and, as

elaborated here, a capability framework based on digital competency levels.

Realising an organisations digital capability can result in more effective business

processes, career development opportunities, training requirements, job creation

and increased competitiveness.

The Digital Capability Framework was recently submitted to the European

Commissions Digital Agenda for Europe. It was included in one of seven ideas

selected for further consideration.



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The Internet has become a utility like phones and electricity and has becomeindispensable in business.

Converting traditional processes to digital or in some cases replacing them will

add value across the organisation.

In order for this to happen, the value needs to be tangible and Going Digital

needs to become part of the culture of the organisation.

Until now, digital has mainly been associated with marketing and communications

but in fact it has consequences for all departments.

The IT Department needs help deciding how to effectively deploy new technology

options like cloud computing.

The Procurement Department needs a better understanding of the digital

landscape in order to issue more informed specifications to suppliers.



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The Marketing Department needs help deciding which communications channelsare best to exploit web, B2B and B2C social media, mobile etc.

The Sales Department needs help deciding what products and services should be

delivered online using e-commerce.

The Customer Service Department needs help managing customer generated

content such as social media and online user forums and integrating these with

CRM systems.

The HR Department needs help moving recruitment onto the web and onto social

media sites liked LinkedIn. It also needs help creating guidelines for appropriate

use of social media by employees.

The Research Department needs help leveraging web analytics software as the

web and social media make customer profiling increasingly more powerful and

accurate.



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The E-marketing Department needs help bringing the content to the user, not theuser to the content, and websites and search engine optimisation will no longer

be enough.

The Finance Department needs help understanding the potential for cost savings

as traditional business processes such as sales, customers support and

recruitment move online.

The Senior Management Team needs help understanding how transforming the

business to Enterprise 2.0 can make it more cost effective and more competitive.

The Board of Directors needs help understanding that investments with an online

component can yield greater and faster ROI.

The Digital Capability Framework will apply a scale of competency levels in order

to improve digital management practices across the enterprise, wherever current

knowledge or practices require improvement.



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Indicative Competency Levels

5. Optimal Digital is at the heart of the operational strategy contributing

to all business processes and objectives, go digital culture is

strong

4. Advanced Processes across the enterprise have been converted to

digital providing tangible benefits and efficiencies, advocacyincreasing

3. Intermediate Digital is regarded as a business development tool with

specific targets and reporting is in place, champions emerging

2. Basic Limited resources are allocated to supporting a basic

customer-facing digital presence, basic expertise in place1. Negligible No awareness of digital capability, no resources allocated, no

digital strategy, plan or metrics, no understanding of best

practice



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5. Optimal

4. Advanced

3. Intermediate

2. Basic

1. Negligible

Finance Procurement HR IT Sales Marketing Customer Service


Target level

Current level

Specialist agencies and SMEs can help organisations increase their digital capability in each area

Documents

Digital Capability Framework Overview