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Digital Reality Check Assessment
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PART A: How We Think About Digital
1. When you hear "digital transformation," what immediately comes to mind for your business?
A complete technology overhaul
Adopting specific new technologies
Changing how we work and serve customers
A costly but necessary investment
An ongoing evolution of our business
2. In the past year, how have customer expectations influenced your digital decisions?Select
We haven't noticed significant changes in expectations
We've observed changes but haven't acted on them yet
We've made some adjustments to meet changing expectations
Customer expectations are a primary driver of our digital decisions
We proactively anticipate customer needs through digital capabilities
3. When was the last time your leadership team discussed new digital business possibilities?
We haven't had these discussions
More than a year ago
Within the last year
Within the last quarter
It's an ongoing conversation
4. How would you describe your company's digital expertise at the leadership level?
We rely entirely on external expertise
Some awareness but limited hands-on experience
Mixed levels of comfort and experience
Good working knowledge with some specialists
Strong understanding across the leadership team
5. How does your organization typically approach digital innovation?
We wait until technologies are proven in our industry
We follow industry trends once they're established
We selectively adopt innovations relevant to our needs
We regularly explore new technologies and approaches
We actively experiment with emerging possibilities
6. How do you collaborate with external partners on digital initiatives?
We keep everything in-house
We outsource technical implementation only
We engage consultants for specialized needs
We have ongoing relationships with digital partners
We participate in broader digital ecosystems and partnerships
PART B: Our Digital Building Blocks
7. When technology issues arise in your business, how quickly are they typically resolved?
They often persist and impact operations
Resolution is inconsistent and sometimes slow
Most issues are resolved within acceptable timeframes
Issues are typically resolved quickly with minimal disruption
We have proactive maintenance that prevents most issues
8. How would you describe your approach to cloud services?
We prefer to keep everything on our own servers
We use some cloud services but not strategically
We have a mix of on-premise and cloud solutions
We have an intentional cloud strategy for most systems
We have a comprehensive cloud-first approach
9. What happens in your organization when security concerns are raised?
They're often deprioritized due to other pressures
We address critical vulnerabilities reactively
We have basic security practices in place
We regularly review and update security measures
We have a comprehensive security program with ongoing training
10. How do you currently use data to make business decisions?
We rely primarily on experience and intuition
We collect data but rarely use it systematically
We use data for specific decisions or departments
Data informs most significant business decisions
We have a data-driven culture throughout the organization
11. When you need to connect different software systems, how does this typically work?
It's usually difficult or impossible
It requires significant custom development
Some systems connect well, others don't
Most systems can connect with moderate effort
We have an integration strategy that makes connections straightforward
12. How do you handle older technology systems in your business?
We keep systems until they completely fail
We upgrade only when absolutely necessary
We have plans to upgrade but often delay implementation
We regularly evaluate and upgrade on a schedule
We continuously modernize our technology environment
PART C: Resources and Results
13. How do you currently allocate resources for digital improvements?
Reactively, when problems arise
Through individual department requests
With an annual technology budget
Through a prioritized digital investment strategy
Via a flexible approach that balances planned and emergent needs
14. When implementing digital initiatives, how do you track success?
We don't formally track outcomes
We track basic completion metrics
We measure technical performance metrics
We track business impact metrics
We measure both immediate results and long-term business value
15. How has digital technology helped differentiate your business?
It hasn't significantly differentiated us
It has mainly helped us keep pace with competitors
It has improved our efficiency compared to competitors
It has enhanced our customer experience in notable ways
It has enabled unique offerings or business models
16. How do you typically establish timelines for digital projects?
We often need things immediately
We set aggressive deadlines to drive urgency
We consider implementation needs but often compress timelines
We establish realistic timelines based on complexity and resources
We use flexible approaches that adapt to discoveries during implementation
17. When selecting technology vendors, what factors most influence your decisions?
Primarily cost considerations
Features and capabilities
Industry reputation and reliability
Strategic fit with our business needs
Long-term partnership potential and ecosystem compatibility
18. How do digital projects typically affect your day-to-day operations?
They often disrupt normal operations
They create temporary strains on the team
We manage to balance operations and projects with some tradeoffs
We effectively integrate improvements with minimal disruption
We have established processes for smoothly implementing changes
PART D: Technology Decisions
19. How does your organization typically evaluate new technologies?
We often implement based on compelling sales presentations
We consider cost and basic features
We evaluate technical fit with existing systems
We assess business impact and implementation requirements
We have a structured evaluation process including pilots when appropriate
20. What typically drives your technology decisions?
Avoiding falling behind competitors
Solving immediate pain points
Improving specific business processes
Enhancing customer or employee experience
Enabling strategic business capabilities
21. When you implement new technology, what typically happens to the previous solution?
We often switch before fully implementing the previous solution
We typically abandon the old system entirely
We maintain both systems for certain functions
We fully migrate but may maintain historical data
We integrate new with existing systems in a planned approach
22. How comfortable are your team members with your current digital tools?
Many struggle with the basics
They can perform necessary tasks but not efficiently
They have adequate skills for current needs
They use tools effectively and help others
They continuously expand their skills and suggest improvements
23. How often do you review your existing technology investments?
Rarely or never formally reviewed
Only when problems arise
During annual budgeting
Regular reviews of major systems
Continuous evaluation and optimization
24. How does your organization handle decisions about technology usage?
Informally with few guidelines
Basic policies exist but aren't consistently followed
We have clear policies for major systems
We have comprehensive governance with clear ownership
We have adaptive governance that balances control and innovation
PART E: People and Adaptation
25. When implementing new digital tools, how do you prepare your team?
Minimal guidance - they learn as they go
Basic instructions or manuals are provided
Structured training sessions are conducted
Comprehensive training with ongoing support is available
We use change management approaches with training, champions, and feedback loops
26. How do you address digital skill development across your organization?
We hire for needed skills when gaps become problematic
We provide training when specific issues arise
We have some ongoing learning opportunities
We assess skills gaps and provide targeted development
We have a culture of continuous learning with personalized development paths
27. When implementing digital initiatives that cross departments, what typically happens?
Coordination challenges often derail progress
We manage through executive mandates
Specific project teams coordinate the efforts
We have established cross-functional collaboration processes
Collaborative innovation is part of our culture
28. How does your organization respond when people resist digital changes?
We push forward despite resistance
We provide additional explanation of the benefits
We address major concerns but maintain direction
We actively engage with resistance to improve implementation
We involve potential resistors early in the change process
29. Who typically champions digital initiatives in your organization?
IT department or technical specialists
External consultants or vendors
Senior leadership only
Specific designated change agents
Champions emerge at all levels of the organization
30. When market conditions or technologies shift unexpectedly, how does your organization typically respond?
We tend to stay our course regardless
We acknowledge changes but rarely alter plans
We make adjustments to existing plans as needed
We can pivot relatively quickly on important initiatives
Adaptability is built into our planning and execution approach
Reflection Before Scoring
Part A: Strategic Thinking - SCORE
Part B: Digital Foundations - SCORE
Part C: Value Realization - SCORE
Part D: Technology Management - SCORE
Part E: Organizational Adaptation - SCORE
Note
Overall Digital Readiness Score
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