DIGITAL CAPABILITY FRAMEWORK - OVERVIEW

Measure and Achieve Digital Potential in Business

 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, SME’s and public agencies.

Developed by Kieran O’Hea CONFIDENTIAL ©Digitigm July-November 2010

1
DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 1
 The Digital Capability Framework is intended to help Internet-enabled
organisations 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 organisation’s 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

Commission’s Digital Agenda for Europe. It was included in one of seven ideas
selected for further consideration.

Developed by Kieran O’Hea CONFIDENTIAL ©Digitigm July-November 2010

2
DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 2
 The Internet has become a utility like phones and electricity and has become
indispensable 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.

Developed by Kieran O’Hea CONFIDENTIAL ©Digitigm July-November 2010

3
DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 3
 The Marketing Department needs help deciding which communications channels
are 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.

Developed by Kieran O’Hea CONFIDENTIAL ©Digitigm July-November 2010

4
DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 4
 The E-marketing Department needs help bringing the content to the user, not the
user 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.

Developed by Kieran O’Hea CONFIDENTIAL ©Digitigm July-November 2010

5
DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 5
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, advocacy
increasing
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 place
1. Negligible No awareness of digital capability, no resources allocated, no
digital strategy, plan or metrics, no understanding of best
practice

Developed by Kieran O’Hea CONFIDENTIAL ©Digitigm July-November 2010

6
 DIGITAL CAPABILITY FRAMEWORK OVERVIEW - 6

5. Optimal

4. Advanced

3. Intermediate

2. Basic

Target level
Current level
1. Negligible

Finance Procurement HR IT Sales Marketing Customer Service

Specialist agencies and SME’s can help organisations increase their digital capability in each area