“However beautiful the strategy, you should occasionally look at the results”
Winston Churchill
When we talk about digital transformation in companies, we are talking solely and exclusively about improving performance and ensuring better results through digital solutions.
Therefore, we have two pillars implicit in this statement above: the first, in order to improve performance and ensure better results we need to measure. The second, that digital platforms and solutions are measurable.
Given this scenario, it becomes easier to understand that digital transformation begins where we do not seem to give much importance: in culture.
Here’s why: for every process that needs to be optimized we will need to apply management, governance, measurement and continuous optimization methodologies (agile methodology is there to prove it works).
Internal employees and third parties need to see how they are performing and where they need to improve. This vision will naturally praise maker profiles and people driven by challenges and performance.
“Management” and ” governance” are terms that sound to go against “disruptive” and “innovative”. But they are what allow any and every structure to be guided by performance and feedback continuous improvements.
Now we can bring up, in my opinion, the question that should guide any digital transformation: what is the level of digital maturity of your company today?
With that in mind, McKinsey developed a study** that maps the pillars and levers that rank companies into four levels of digital marketing maturity: beginners, emerging, ascenders and leaders.
Within this study, they developed a framework with 4 dimensions and 14 levers that direct towards digital maturity:
- People, processes and culture;
- Data and technology;
- Investment and measurement;
- Journey and experience.
The most interesting thing is that this study was directed to digital marketing, but the concept can be applied to all areas of the company.
“Situating yourself and understanding what your company’s digital maturity level can and should be the first big step towards a structured digital transformation without false promises or future frustrations”, the study says.
Perhaps one of the great challenges of CIOs, CTOs and innovation heads of large corporations today is not necessarily to make the company digital or make the platform of the moment viable, but rather to find ways to direct all employees to a guided path to performance. We are talking from the production process to the sales performance.
“Promote management, governance, methodology and measurement and receive continuous improvement”. The challenge is how to organize, optimize processes, measure and most importantly, give conditions and nourish each area and team with KPIs (key performance indicators) that can serve as parameters of success and continuous evolution. And accordingly, these KPIs will feed the famous OKRs (key goals and results).
**O Estado do Marketing Digital no Brasil: 14 alavancas para atingir maturidade – McKinsey & Co. – February 1, 2019 – Heitor Martins, Marcelo Tripoli, and Leonardo Galvão.
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