Cognizant Business Consulting
Helping organizations engage people and uncover insight from data to shape the products, services and experiences they offer
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  • Working to reshape business models, modernize products and enhance customer experiences to drive growth.
  • Reinventing and managing your most essential business processes with new ways of working.
  • Simplifying, modernizing and securing the IT infrastructure and applications that are the backbone of your business.
Cognizant Business Consulting
Helping organizations engage people and uncover insight from data to shape the products, services and experiences they offer
Learn More

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To help organizations in this journey, we have developed a maturity model that describes how various operating model parameters need to change in order for an organization to evolve.

The Digital Business Self-Assessment will allow your organization to get an initial idea of where you are today and how you can transform in the future.  

  • 1. STRATEGY AND INNOVATION
  • In an environment where emerging and legacy competitors are fielding innovations at an ever-accelerating pace, the activity of strategic planning in digitally mature organizations has changed from a deliberate and episodic effort to an ongoing process. Innovation evolves from a team to an enterprise-wide capability and an ingrained part of the culture.

    RARELY

    TYPICALLY

    ALWAYS

    Does your enterprise conduct digital strategic planning?

    CONSIDER:

    Is your strategic planning episodic or ongoing?

    Are future scenarios and situations continuously envisioned?

    Is digital a line-item or integral to all enterprise strategies?

    RARELY

    TYPICALLY

    ALWAYS

    Does your enterprise approach innovation holistically?

    CONSIDER:

    Is innovation a core part of the leadership values?

    Is it considered a critical capability in every function?

    Do experiments get judged mostly by the quality of the learnings yielded?

    RARELY

    TYPICALLY

    ALWAYS

    STRATEGY AND INNOVATION

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  • 2. USE OF INSIGHTS
  • Extracting insights from data isn’t a feature unique to digitally mature enterprises. However, being able to collect and analyze data and then take action on revealed insights in very short cycles is. This is especially true when customer insights are used to enhance and personalize your products and services.

    RARELY

    TYPICALLY

    ALWAYS

    Is your data fueling decision-making in your enterprise?

    CONSIDER:

    How well data is managed as a critical asset, how quickly insights are developed and made available, the degree to which processes have adopted evidence-based decision-making, whether the data is monetized, and whether decisions are made algorithmically.

    RARELY

    TYPICALLY

    ALWAYS

    Are customer insights being used to drive outcomes?

    CONSIDER:

    Whether customers are given clear explanations of which data is being collected and how it will be used, how insights are used to personalize products and services, and how well-integrated customer insights data is to the product or service experience.

    RARELY

    TYPICALLY

    ALWAYS

    USE OF INSIGHTS

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  • 3. LEADERSHIP AND CULTURE
  • Being a digital enterprise isn’t about a single charismatic leader or having the best snacks in the kitchen. In our experience, digitally mature enterprises have: reinvented all of their key business processes from a natively digital perspective, evolved from a hierarchical organization approach to one modelled on a mission-driven social network, and assimilated digital into their operating model.

    RARELY

    TYPICALLY

    ALWAYS

    Is digital seen as a way of doing business across the organization?

    CONSIDER:

    Whether digital is viewed and treated primarily as a set of channels and technologies or if it is defined around business themes.

    RARELY

    TYPICALLY

    ALWAYS

    Is your talent-acquisition strategy adapting for digital?

    CONSIDER:

    Whether digital experience and skills are the core requirements for a broad set of roles, how teams are being organized, and how digital is used in the talent acquisition process.

    RARELY

    TYPICALLY

    ALWAYS

    LEADERSHIP AND CULTURE

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  • 4. PRODUCTS AND SERVICES
  • Enterprises that are digital leaders develop all of their products and services with the mindset that digital is core to how their products and services will be used.  In other words, digital is an integral part of how the product or service delivers value to the customers—not just a feature. 

    RARELY

    TYPICALLY

    ALWAYS

    Are existing products and services being continuously reinvented to incorporate digital capabilities?

    CONSIDER:

    Whether integrating digital enables new business models, how complete is the integration of digital across all products and services, and how the product experience is enhanced.

    RARELY

    TYPICALLY

    ALWAYS

    Are digital capabilities changing the way new products and services are developed?

    CONSIDER:

    The frequency of product enhancements, and how insights about existing product/service usage are being translated to new features, products or services.

    RARELY

    TYPICALLY

    ALWAYS

    PRODUCTS AND SERVICES

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  • 5. SYSTEMS AND PROCESSES
  • Too often, systems and processes at large enterprises are obstacles to agility, efficiency and—surprisingly—scalability.  Digitally advanced enterprises are rolling out “next-generation IT” infrastructure and approaches that enable simple, continuous and rapidly scalable access to a combination of capabilities.  They are also looking to gain efficiencies by offloading business processes to service providers or automating via bots.  

    RARELY

    TYPICALLY

    ALWAYS

    Are your business processes being delivered efficiently and effectively across the enterprise?

    CONSIDER:

    Cost to deliver, the quality of the delivery and the pace of innovation in the processes.  

    RARELY

    TYPICALLY

    ALWAYS

    Are your current infrastructure and systems enabling rapid innovation to support business outcomes?

    CONSIDER:

    Ease to develop and productionalize new applications, how the abstraction of key capabilities unlocks new ideas, and how well the infrastructure enables the enterprise to manage and extract value from large volumes of data.

    RARELY

    TYPICALLY

    ALWAYS

    SYSTEMS AND PROCESSES

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  • 6. CUSTOMER TOUCHPOINTS
  • Customer-centricity is a hallmark of digitally mature enterprises.  Customers are not seen as targets or “just” outcomes.  Instead, they are critical parts of the enterprise’s value chains and ecosystems.  Every point of interaction—regardless of channel—is viewed as an opportunity to create value and enhance the relationship. 

    RARELY

    TYPICALLY

    ALWAYS

    Are customer journey’s fully understood across various touchpoints?

    CONSIDER:

    Whether customer journeys are mapped across all channels and how opportunities to collaborate with customers are realized.  

    RARELY

    TYPICALLY

    ALWAYS

    Are customer experiences effectively managed and deployed?

    CONSIDER:

    How personalization is used across channels, how well the experiences connect with the customer on an emotional level, and how much customer experiences drive brand equity and the business model itself.  

    RARELY

    TYPICALLY

    ALWAYS

    CUSTOMER TOUCHPOINTS

    0
Digital Business Self-Assessment | Strategy | Cognizant Technology Solutions