Pandoblox

Digital Transformation Readiness Survey

This Survey is a diagnostic tool for helping you evaluate your organization’s readiness for a digital transformation.

 

At the end of the questionnaire, there is a simple explanation of how to tabulate the results, discussing discrepancies in the responses and identifying any clear implications for the team.

Instructions: Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without over-thinking your answers.

Lack of Technology Strategy

Culture of Department Isolation/ SILO’s

Language Barrier between Technology and Business Teams

Lack of Data Culture

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you are ready to start a digital

transformation, click here for an invitation to a private executive summit, where business

leaders will discuss their experiences and offer advice, tips, and answer questions.

I would like to participate in the executive roundtable, “Starting a Digital Transformation”

you are not ready to start a digital

transformation, click here for an invitation to a private executive summit, where business

leaders will discuss how they rebuilt their company culture and prepared the

organization for a success, prior to beginning this massive project.

I would like to participate in the executive roundtable, “Getting Ready for a Digital Transformation”

__

75% below in any of the categories above denotes significant issues in that category, indicating lack of readiness for a digital transformation.

People who don’t understand technology are creating the strategy for technology

Technology reports to CFO

Steering committees are hard to organize and when they do
executives of different departments disagree when budgeting for technology investments and hard to come to consensus, so these meetings become more update meetings with little brainstorming together or integrating of ideas

IT is viewed as an operating expense by business department (heads)

Majority of IT projects take exorbitant amounts of time and are frequently over-budget

Technology architecture is created separately from, and without consideration of business architecture

CIO is seen as, behaves like, a Chief IT Administrator

Lack of Technology Strategy

Lack of Data Culture

Reporting based on data is inaccurate, unreliable, and/or slow

Looking at traditional KPIs, metrics, and statistics; revenue based metrics that are slow to gather and doesn’t explain why

Focused on copying what competitors do, or the common “best practices” that industry pundits recommend

Various departments hoard data/information for leverage over each other, not for leverage of the company

IT is focused on SLA’s uptime and downtime of systems, not around business data

Culture of Department Isolation/ SILO’s

Non-technology departments (e.g. finance, marketing, sales, etc.) manage and fund technology independently of IT department – a.k.a. Shadow IT

IT department doesn’t know all the technologies, internal or SaaS/webapps, used by other departments

Business leaders don’t fully grasp what the IT Department does

Organization is a top-down hierarchical command structure, with no real bi-directional communication

Interactions between departments are heavily planned, formerly structured, and infrequent, reducing effective brainstorming and integration of ideas

Evident culture of finger pointing between departments

Language Barrier between Technology and Business Teams

Language used by business departments and technology department are very different

Steering committee meetings are difficult to moderate, with communication barriers between members

Interactions between departments are heavily planned, formerly structured, and infrequent, reducing effective brainstorming and integration of ideas

Business leaders often feel as though they are held hostage by the IT department because they don’t understand what the IT dept does

Many assumptions and constant miscommunication occurs when working together on projects

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Email: contact@pandoblox.com