Please read each description carefully, then choose the number that best represents your company's situation.
Please read each description carefully, then choose the number that best represents your company's situation.
12/40
1. We don’t conduct research activities systematically. At best, we conduct ad-hoc traditional competitive and market research activities, such as five-force industry analysis, focus groups and market surveys.2. Additionally to ad-hoc research activities, we conduct research activities on a planned basis, usually in preparation for periodic strategic planning sessions. In these, we generally seek to understand well our own company as well as macro events and trends around our industries and beyond. We use traditional management tools and techniques such as STEEPLE (Social, Technogical, Environmental, Economic, Political, Legal, and Ethics) and SWOT (Strengths, Weaknesses, Opportunities, and Threats).3. Additionally to understanding our environment well, we also try to systematically understand our key stakeholders deeply (e.g. customer) in order to uncover surprising insights and identify important unmet needs and market segments. We target the most promising segments according to the organization’s strategic aspirations. We mostly use traditional tools and techniques but have started using more modern ones in some cases (e.g. ethnographic research, customer journeys, user personas, etc.).4. Additionally to systematic research activities to understand the company, its stakeholders and the environment with a combined arsenal of traditional and more modern tools, we are also harnessing the power of data science and artificial intelligence algorithms (e.g. machine and deep learning) to automate data analytics and generate new and surprising insights in a continous manner.5. Additionally to conducting research (powered by data science and artificial intelligence) to deeply understand the experiences and aspirations of stakeholders, as well as to understand the opportunities and implications of the macro, meso and micro contexts today, we also apply prospective approaches to understand how the future could develop in the long term, visualize possible breakthrough solutions and be prepared to act against weak signals. We use a set of management tools, such as scenario planning for this purpose.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
13/40
1. We don’t conduct ideation activities systematically. At best, we conduct ad-hoc creativity activities using basic techniques such as traditional brainstorming to address operational problems and challenges.2. We have established some creativity practices for solving operational problems or challenging the status quo. We are using the traditional brainstorming technique but also have started to learn a few advanced techniques such as those included in Lateral Thinking (from de Bono), TRIZ (Theory of Inventive Problem Solving), CPS (Creative Problem Solving) or SIT (Systematic Inventive Thinking) toolkits.3. We systematically generate ideas in the context of an innovation team working on a strategic challenge, ideas are generated by members of the team and other invited participants that are mainly from the organization (e.g. business executives and technical experts). We methodically filter and refine ideas to identify the most promising ones. We mainly use traditional brainstorming technique but also some advanced techniques in some cases.4. We systematically generate ideas not only from the members in an innovation team but also from other invited participants, both from within the organization and from external subject mather experts. We methodically filter and refine ideas to identify the most promising ones. We select ideas/concepts based on a clearly articulated risk portfolio. We usually use advanced ideation tools and techniques that consistently support us to obtain good outcomes (e.g. lateral thinking, evaluation matrices, etc.).5. We are able to systematically generate ideas from a vast and diverse set of sources, including internal and external networks of people and organizational entities. We methodically filter and refine ideas to identify the most promising ones. We select ideas/concepts based on a clearly articulated risk portfolio. We use an arsenal of proven tools but are continuously and consciously experimenting with new and more advanced ideation tools that seem promising for the purpose.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
14/40
1. We don’t usually use experimentation. Failure is not really perceived as a good thing and might be a career limiting move.2. We use experimentation approaches in customer facing areas like marketing. Failure and risk-taking are allowed but not always tracked or quantified.3. We use experimentation in the form of a pilot to test a solution (e.g. product, service and/or system) before delivering or launching it to target customer or market. Failure and risk-taking are moderately allowed and are usually tracked.4. We use rapid experimentation approaches (e.g. from design thinking and lean startup) in multidisciplinary innovation teams that design and develop solutions. Failure and risk-taking are encouraged. Opportunities are moved quickly into rapid prototyping in order to test key assumptions underlying the concepts. Projects can be quickly stopped based on evidence and predefined failure criteria. Feedback loops between our organization and the customer/stakeholder are very effective.5. We use experimentation throughout the company, not only in multidisciplinary innovation teams but also across organizational functions, (e.g. innovation, marketing, sales, services, HR, and even legal). Failure and risk-taking are expected, prevasive, measured and even celebrated across the organization.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
15/40
1. We don’t carry out innovation-related development activities mostly due to the nature of most of our projects. And even when a situation that might benefit from these type of activity arises, the necessary people, time or money are not available or not considered critical.2. We include some innovation-related development activities (e.g. creativity and inventive problem solving sessions) to a small extent in projects or operational situations.3. We develop innovative solutions mostly in a traditional, waterfall way, right after an analysis and design phases by following a comprehensive plan to develop, test and launch a solution to the market or customer. Agile development methods are being considered or tested to some extent.4. All our innovation development teams working in solutions beyond the current core business(es) develop and deliver solutions in an agile, iterative and adaptive way. Our approach can work at scale for larger solutions that require several teams to work in a cadence-based and synchronized way towards common business objectives.5. Our innovation development approach is tailored to be agile which allow us to quickly take promising concepts to market (e.g. in their minimum viable form to early adopters). As we develop and deliver incrementally and iteratively, we measure progress, learn and adapt quickly (e.g. based on changes in customer behavior and purchases). When the solution development shows market promise (i.e. demonstrate business traction), we rapidly allocate resources to scale it up and optimize it.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
16/40
1. We don’t have any physical nor virtual spaces that could be appropriately configured as a visual management space favorable for creativity, experimentation or other innovation activities. For example, our physical spaces have fixed furniture, little wall space for boards and charts, and little space for teams to move around them. This is not a problem since our usual activities don't require it.2. We have physical and/or virtual spaces that can be shared and dynamically configured to host innovation activities from across the organization. However, availability is frequently an issue. As for tools, we only have very basic tools to support innovation-related activities (e.g. web-conferencing software, flexible furniture and supplies, etc.).3. We have physical and/or virtual spaces that can be shared and dynamically configured to host innovation activities from across the organization. However, availability is still an an issue sometimes. As for tools, we not only have basic tools but also a few advanced tools to support innovation-related activities.4. We have enough physical and/or virtual spaces that can be shared and dynamically configured to host innovation activities from across the organization. Availability is no longer an an issue. As for tools, we have enough basic and advanced tools to support appropriately our innovation-related activities.5. We have enough and well-equipped physical and virtual spaces as well as state-of-the art tools to support our innovation activities effectively and efficiently throughout the organization (e.g. research and simulation equipment, software, advanced technologies, physical tools and other hardware, etc.).
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
17/40
1. We have support business processes in place but they haven’t been formalized and might be inconsistent because outcomes rely to a great extent on the expertise of people involved. If support is needed for innovation-related activities, it must be requested in an ad-hoc, need basis to the head of the area(s) involved.2. We have support business processes that have been formally established to a small to moderate extent. They support any primary business activities in the organization’s value chain or network. If support is needed for innovation-related activities, it must be requested to the corresponding processes owner.3. We have support business processes that have been formally established to a moderate to substantial extent. The have also been somehow linked to the different innovation processes and initiatives throughout the organization. However, the links cause delays in the innovation processes flow.4. We have support business processes that have been formally established to a substantial extent. The have also been clearly linked to the different innovation processes and initiatives throughout the organization. However, there are automation opportunities, as well as data integration opportunities that would allow innovative solutions to be accelerated.5. We have the right business support processes formally established and optimized to support innovation. The have also been clearly linked to the different innovation processes and initiatives throughout the organization and even to external parties. They work in a lean, highly-automated and efficient manner through their value streams.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
18/40
1. We don't even document information or knowledge of innovation-related activities and outcomes.2. We document data, information and knowledge to a small extent. For example, a few strategy artifacts or work products such as short-term objectives.3. We document data, information and knowledge to a moderate extent. For example, most strategic artifacts or work products as well as the associated tactics and their outcomes.4. We manage data, information and knowledge to a substantial extent. For example, all strategy artifacts or work products such as innovation vision, objectives and strategies, as well as some tactical and operational data, information and knowledge from innovation initiatives and pipeline management.5. We have established an approach for the management of knowledge in our innovation system. We capture internal and external knowledge, tacit or explicit, gained from intelligence and experience, e.g. context of the organization, lessons learned from success and failure of innovation initiatives and from analysis of performance data, thus, facilitating knowledge access and re-use to avoid the loss of, or duplication, of knowledge while maintaining mechanisms for information analysis, confidentiality, and protection of intellectual assets.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
19/40
1. We don’t measure the performance of innovation-related activities and outcomes.2. We measure the performance of innovation-related activities and outcomes to a small extent.3. We measure the performance of innovation-related activities and outcomes to a moderate extent.4. We measure the performance of innovation-related activities and outcomes to a substantial extent (e.g. qualitative and/or qualitative indicators in dashboards). We sometimes conduct internal audits at planned intervals to provide information on whether the innovation management system conforms to the organization’s requirements for innovation management and is effectively implemented and maintained.5. We measure the performance of innovation-related activities in a complete and advanced way. Indicators can be applied at system, portfolio or initiative level, focusing either on the evaluation of the elements of the innovation system, their interactions, as well as on the outcomes. We can use comparisons with other organizations when monitoring and evaluating performance. We conduct internal audits at planned intervals to provide information on whether the innovation system conforms to requirements and is effectively implemented and maintained.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
20/40
1. We don’t need it because we don't even have an established innovation capability/system.2. We don’t have an established innovation capability/system but we have grown to a small extent some related abilities (e.g. in creative and inventive problem solving) which we don’t systematically assess and improve.3. We have an incipient innovation capability or system conformed of some formal innovation processes. However, the approach to define, communicate and implement change tactics or actions to improve it is not holistic, consistent, nor systematic.4. We have an established innovation capability or system conformed of some formal innovation processes. The approach to improve is systematic in how to define, communicate and implement change tactics or actions but not always ensures a holistic perspective that includes all the necessary elements for innovation to flourish (e.g. strategy, processes, structures, people, culture, networks, digital technology and leadership).5. We systematically determine and select opportunities for improvement and implement any necessary actions and changes to the innovation management system (e.g. guided by a tactical transformation roadmap and an agile backlog), considering feedback, assessments and performance evaluation results. We ensure that actions and changes are communicated and implemented in a timely, complete, and effective manner.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
21/40
1. We don’t have an organizational structure, group or team explicitly to support and drive innovation-related activities (e.g. creativity or inventive problem-solving sessions). If needed, responsibilities are temporarily assigned to someone in an informal or ambiguous manner.2. We don’t have an organizational structure, group or team explicitly to support and drive innovation-related activities (e.g. creativity or inventive-problem sessions). Roles and responsibilities are well defined and temporarily assigned to people within and/or outside the organization on an ad-hoc, need basis.3. We don’t have an organizational structure, group or team explicitly to support and drive innovation-related activities. Some roles and responsibilities have been formally defined, communicated and assigned across a traditional organizational structure. However, these roles are not mapped at strategic level but only to middle and low management positions.4. We have dedicated innovation structures with clearly defined and communicated roles and responsibilities to support and drive the innovation processes and the organization’s innovation portfolio and strategy. These are mainly oriented towards innovation efforts that are sourced internally. For example, a strategic innovation or transformation team/group (e.g. an innovation center of excellence) has been established.5. We have dedicated innovation structures which can be nimbly adapted according to our organization’s size and context, as well as aspects such as innovation types, leadership style, incentives, indicators, culture and amount of support required. Some structures might be organizationally and physically separated from the core business if they are of more transformational nature. A strategic innovation or transformation team/group such as an innovation center of excellence drives innovation throughout the organization and also with external parties (if applicable).
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
22/40
1. We don’t have formal innovation governance structures (committees or steering groups) to oversee, evaluate and make decision in relation to innovation activity.2. Oversight and decision-making of innovation spending, audit and compliance, forecasting expenses and measurement are carried out by the overall governance body of the company.3. Formal, dedicated innovation governance structures or bodies are currently being established and roles and responsibilities adjusted. Decision-making related to innovation, such as spending, audit and compliance, forecasting expenses and measurement, are to be made by these specific structures.4. Formal, dedicated innovation governance structures or bodies are well established. It is clear who makes –and is held accountable for– what decisions. There is active participation of senior leaders in innovation processes at key events such as progress reviews or alignment meetings. However, mechanisms to govern external innovation activity is an opportunity area.5. Formal, dedicated innovation governing bodies with the right mix of people and skills to oversee and evaluate innovation initiatives (whether internally or externally sourced initiatives) are well established and proven to be effective and efficient. It is clear who makes –and is held accountable for– what decisions.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
23/40
1. We don’t use multidisciplinary teams in our organizational practices.2. We don’t use use small, multi-disciplinary, self-organizing teams. Instead, our teams, in general, are managed by management roles such as a traditional project manager who defines what is to be done, who will do, how is to be done and by when.3. We are using a few small, multi-disciplinary, self-organizing teams for some innovation initiatives. However, understanding and execution of the different roles among members of these teams is in average poor.4. We work well together in teams to capture opportunities. It is clear when and how to use agile, small, multi-disciplinary, self-organizing teams, and team members understand their roles well. However, there’s heavy presence of an expert coach to teach them the principles and guide them day-to-day is still needed.5. We work well together in teams to capture opportunities. It is clear when and how to use agile, small, multi-disciplinary, self-organizing teams, and team members understand and execute their roles very well. The coach is still needed but more to challenge the team in order to maintain top performance and evolve.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
24/40
1. We don’t form creative or design teams as such, only development or implementation teams that are not focused in innovation. At most we set up creative sessions or "mini-projects" that are very short-lived. Thus, managing the coexistence of activities of different nature is not an issue.2. We don’t form creative or design teams as such. We set up cross-functional development or implementation teams that are not configured for an innovation purpose but might sometimes involve innovation-related activities (e.g. creativity sessions). Thus, managing the coexistence of activities of different nature is not considered important.3. We form design teams separate from development teams according to the stage of a project/initiative. The former require a mindset and culture based on values such as creativity, novelty, flexibility, risk taking and experimentation, while the latter are more based on values such as efficiency, lower risk, control, precision and quality.4. We form design teams where one or a few members might continue as members of the development team to facilitate the shared understanding of stakeholder needs and drive a more explorative mindset and skills when needed. Some members of our development teams members have the ability to transition back and forth between an explorative and an exploitative mindset according to the nature of their taks and objectives.5. We form design teams where one or a few members might continue as members of a combined development and operations ("devops") team to facilitate the shared understanding of stakeholder needs and drive a more explorative mindset and skills when needed. Most members of our dev-ops teams members have the ability to transition back and forth between an explorative and an exploitative mindset according to the nature of their taks and objectives.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
25/40
1. We don’t do it, we don't even know for sure the work styles of employees.2. We understand to a small extent the work style of our employees. However, matching a work style to an appropriate innovation role in a methodical manner is rarely done.3. We understand to a moderate extent the work style of our employees. Some leaders make sure the work style be matched to the right innovation role but it is not an established organizational practice yet.4. We understand to a substantial extent the work style of people. It is common organizational practice throughout the organization to match a work style with the right innovation role to improve business outcomes.5. We understand very well the work style of people and we facilitate that it is matched to the right innovation role to maximize business outcomes but also their satisfaction at work. This a well-established practice for any innovation-related role in the organization.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
26/40
1. We don’t provide meaningful means to grow our people’s innovation competencies.2. We provide support to a small extent to grow our people’s innovation competencies. Training can be authorized and provided on request.3. We provide support to a moderate extent to grow our people’s innovation competencies. We provide internal training in several business and/or technology areas and can support external training requests that are deemed valuable for the organization.4. We provide support to a substantial extent to grow our people’s innovation competencies. We facilitate internal and external training and education programs as well as opportunities for experiential learning (hands-on, on the job).5. We stretch and grow our people’s innovation competencies. We do this not only by providing training and education programs but by promoting and incentivizing participation in team and personal innovation initiatives.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
27/40
1. We don’t provide meaningful means to grow our people’s personal innovation networks.2. We provide support to a small extent to grow our people’s personal innovation networks.3. We provide support to a moderate extent to grow our people’s innovation competencies.4. We provide support to a substantial extent to grow our people’s innovation competencies.5. We deliberately promote building our people’s personal networks by their participation in a variety of physical or virtual events (internal and external).
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
28/40
1. We don’t reward risky behaviors. Failure is not really perceived as a good thing.2. We don’t formally reward risky behaviors. However, risky moves that are successful are recognized.3. We reward risky behaviors in some specific cases. People are moderately satisfied with their level of participation in innovation activities.4. We always reward people for participating in potentially risky opportunities. People are quite satisfied with their level of participation in innovation activities.5. We always reward people for participating in potentially risky opportunities, irrespective of the outcome. People are delighted with their level of participation in innovation initiatives.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
29/40
1. We don’t live those values at all when pursuing new opportunities.2. We live those values to a small extent when pursuing new opportunities.3. We live those values to a moderate extent when pursuing new opportunities.4. We live those values to a substantial extent.5. We have a burning desire to explore opportunities and to create novel things. We have a great appetite for risk and a high tolerance for ambiguity and uncertainty.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
30/40
1. We don’t live those values at all when pursuing new opportunities.2. We live those values to a small extent when pursuing new opportunities.3. We live those values to a moderate extent when pursuing new opportunities.4. We live those values to a substantial extent.5. We adapt easily to new information and knowledge, to changes in business priorities and to the circumstances that arise in the environment.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
31/40
1. We don’t live those values at all when pursuing new opportunities.2. We live those values to a small extent when pursuing new opportunities.3. We live those values to a moderate extent when pursuing new opportunities.4. We live those values to a substantial extent.5. We encourage new ways of thinking and solutions from diverse perspectives. We are constantly experimenting and are not afraid to fail because we treat failure as a learning opportunity.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
32/40
1. People rarely show interest or actions towards innovation.2. People get involved in innovation-related activities when they are told to or when are trying to solve an operational problem inventively.3. People with innovation-related roles do their jobs well but no extra mile. The innovation language is not totally clear and uniform across the organization.4. People with innovation-related roles proactively take initiative to innovate. There is a clear and unified innovation language used by all engaged in innovation.5. People throughout the organization and at all levels proactively take initiative to innovate (as much as their conditions allow). A common innovation language permeates beyond people with roles directly related to innovation.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
33/40
1. We don’t even know whether informal groups or internal networks of people have developed organically or not (e.g. communities of interest or practice), and if so, who makes them up.2. We have identified and understood to a small extent the informal groups or networks of people where knowledge and skills relevant to innovation reside. However, we don’t know what to do to harness and grow them.3. We understand to a moderate extent our internal groups or networks of people. We are trying to understand the frequency of collaboration and degree of cross-functional interactions among people, as well as to understand who brokers information and knowledge and what are their mindsets.4. We understand to a substantial extent our internal groups or networks of people. We know the frequency of collaboration and degree of cross-functional interactions among people, as well as we understand who brokers information and knowledge and what are their mindsets. However, we don’t actively promote and manage them.5. We not only understand well our internal groups and networks of people but also actively promote, manage and track their development. We appreciate, respect and leverage the differences that exist in them (e.g. in communities of interest and practice).
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
34/40
1. We don’t use external advice or other professional services from innovation experts/consultants.2. We use external experts or consultants to a small extent. When we need them, we struggle to find the right people to help us in our innovation efforts.3. We use external experts or consultants to a moderate extent. We have identified a network of people that could help us in our innovation efforts.4. We use external experts or consultants to a substantial extent. We have formally built a network of people that can help us in our innovation efforts (e.g. formal agreements in place).5. We have developed long-term relationships based on trust with innovation and technology experts who have supported us in our initiatives.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
35/40
1. We don't leverage our current business relationships (e.g. suppliers and vendors) to search innovation opportunities nor we have business relationships with other type of organizational entities for the purpose of innovation.2. We leverage our current suppliers and vendors reactively, when they pose us a potential opportunity, not necessarily related to innovation. We also have business relationships with entities that esporadically provide us basic training and services when required (e.g. creativity facilitators).3. We leverage our business relationships with suppliers and vendors proactively to pursue innovation opportunities. We also have business relationships with innovation training and professional services providers but we haven’t established linkages with entities beyond our current industries nor with research and technology development entities yet.4. We have established mechanisms and linkages to business entities and ecosystems beyond our current value chain, markets and industries for the purpose of finding new sources of growth. Open innovation has become an important part of our innovation strategy. We are considering or have already established an office/department for managing innovation linkages.5. We have not only linked to valuable business entities and ecosystems but are continuosly seeking and developing other type of organizational relationships with high potential for sinergy and mutual value-generation, including those that allow us to explore the frontier of technologies and develop breakthrough applications (e.g. joint-ventures with research centers).
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
36/40
1. People are not officially given any time or freedom for personal endeavors.2. Sometimes people are given a little time and freedom to pursue personal opportunities for innovation (i.e. 1 to 5% of their work time), especially when it is is clearly related to a current operational problem or challenge.3. People are given moderate time and freedom to pursue personal opportunities for innovation (i.e. 5 to 10% of their work time).4. People are given substantial time and freedom to pursue personal opportunities for innovation (i.e. 10 to 20% of their work time).5. People are given very considerable time and freedom to pursue personal opportunities for innovation (i.e. 20% or more of their work time).
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
37/40
1. Senior leaders have little or no understanding of the business opportunities and implications of digital exponential technologies. Even leaders of IT-related areas don’t fully understand how to harness their power for business purposes (e.g. to reinvent industries and grow exponentially).2. Senior leaders have little or no understanding of the business opportunities and implications of digital exponential technologies. Leaders of IT-related areas understand sufficiently how to harness them for business purposes (e.g. to reinvent industries and grow exponentially) so that they are guiding and educating the other business leaders matters.3. Our leaders across the organization, not just senior ("C-level"), have been exposed to a moderate extent to digital technology knowledge and solutions (e.g. with disruptive potential). However, this learning is not yet reflected in impactful changes in the organization.4. Our leaders across the organization, not just senior leaders ("C-level"), have been exposed to a significant extent to digital technology knowledge and solutions (e.g. with disruptive potential). This has led to the experimentation and use of advanced and emergent digital technology not only to enhance and automate operations but to create new digitally-enabled offerings and business models.5. Our leaders, from top management executives throughout middle managers and solution owners, are well versed in how digital technology can be applied to boost or reinvent a business. Thus, it is a pervasive practice in the organization to envision digitally-enabled offerings and business models and use collaboration and other software tools to support our innovation efforts.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
38/40
1. We have implemented processes, data and systems within organizational silos. When we need integration of these among silos, we tweak systems and processes to achieve an immediate objective. Over time, these fixes have produced costly combinations of automated and manual processes and unreliable data.2. We have replaced to a small extent the messy legacy systems, processes, and data generated by siloed business units/areas with standardized and shared processes, data and systems (e.g. ERP and CRM) that can support the operating model of the organization.3. We have replaced to a moderate extent the messy legacy systems, processes, and data generated by siloed business units/areas with standardized and shared processes, data and systems (e.g. ERP and CRM) that can support the operating model of the organization.4. We have a coherent set of processes, data and enterprise systems (e.g. ERP & CRM) supporting our company’s core operations. An operational backbone has, to a substantial extent, replaced messy legacy systems, processes, and data generated by siloed business units/areas with standardized and shared systems, processes, and data.5. We have an operational backbone that ensures reliable, stable, secure operations. It does the following things: 1) supports seamless end-to-end transaction processing; 2) Provides reliable, accessible master data (i.e. a single source of truth); 3) provides visibility into transactions and other core processes; and 4) automates repetitive business processes.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
39/40
1. We don’t really have digital platforms with reusable business, data and infrastructure components (e.g. API-accessible). Instead, we have more like monolithic combinations of process and product technology.2. We somehow intuit the value of a digital platform or repository of reusable business, data and infrastructure components (e.g. to rapidly and less costly configure new digital offerings). However, we are still learning about the specific benefits for us and the technical and cost implications.3. We are in the process of implementing a digital platform or repository of reusable business, data, and infrastructure components that can be used to rapidly configure digital offerings.4. We already have a digital platform or repository of reusable business, data and infrastructure components that allow us to rapidly configure digital offerings. Our digital platform is able to exchange data with our operational processes and systems seamlessly.5. We have a digital platform or repository of reusable business, data and infrastructure components used to rapidly configure digital offerings. Our digital platform is able to exchange data with our operational processes and systems seamlessly. Additionally, we have also opened up the platform to external partners so they can also reuse and/or develop new components.
[step_finish]
Please read each description carefully, then choose the number that best represents your company's situation.
40/40
1. We haven’t changed our organizational structures, roles and responsibilities. The traditional IT unit is in charge of all related to digital technology, which is predominantly to support the operational needs of the company.2. We have changed our organizational structures, roles and responsibilities to a small extent (e.g. to ensure the implementation of a reliable operational backbone, and possibly, to start exploring and experimenting with emergent, exponential technologies) .3. We have changed our organizational structures, roles and responsibilities to a moderate extent (e.g. not only to ensure an appropriate implementation of an operational backbone but also to boost it through the use of data science and exponential technologies such as artificial intelligence algorithms, blockchain or others) .4. We have substantially changed our organizational structures, roles and responsibilities to reflect the importance of both enhancing our current core businesses and driving new digitally-enabled offerings (e.g. involving adjacent markets and/or technologies). We have set accountability definitions that balance autonomy for employees and alignment to strategy, objectives and vision. Business and IT/Digital units and their leaders are well integrated towards common goals.5. We have also adjusted for or created new, separated organizational structures to pursue transformational, disruptive or game-changing offerings, so that these types of initiatives are protected from the "organizational immune system" that presents high resistance to change, especially when current businesses go well. Aditionally, we have adjusted or complemented the organizational structures and roles in order to enable the creation and reuse of digital components used in new digital offerings and business models.
[step_finish]