Digital maturity model
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Level 1Level 2Level 3Level 4 Level 5
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InitialManagedDefinedQuantitively managedOptimised
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Processes poorly controlled and reactiveProcesses characterised for projects is often reactiveProcesses characterised for the organisation and is proactiveProcesses measured and controlledFocus on process improvementAssessment categoriesMarkInput/output
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DIGITAL SERVICE DELIVERY
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AccessibilityMinimal awareness of accessiblity issuesAccessibility compliance applicable across all delivery channels Accredited to a national standard. Levels of accessiblity validated by key organisations such as... A reference point for other organisations to follow. A fully inclusive 'assisted digital' approach is taken.ProcessInput
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Customer satisfactionLittle attention to customer satisfactionSome quantative measurement via irregular surveysQualitative measurementMystery shoppers are used...Benchmarked against market leadersProcessOutput
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Customer serviceSporadic provision and recognition of customer service.Overlaps of service provided by digital channels and call centres or helplines. Resources are focussed on call centres. All processes are clearly mapped and responsiblities defined.Is treated as a rounded whole by the organisation with clear SLAs for response times and quality regardless of channel.Process
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DataLittle attention to data, majority of items published as PDFsSporadic use of more open formats such as Excel. There are some evangelists to struggle to persuade others of the value of releasing dataTBL star rated; a wide range of formats used; with use of a dedicated 'datastore' either organisationally based or a wider store such as data.gov. A wide variety of data published in csv format as a minimum. Some other use of XML and JSON. Consistent interaction with data consumers such as hack days to identify potential new data sourcesActive focus on opportunties to publish data streams in multple fomats built into core business processes. Innovative intpretations are made of the definitions of what consititutes data. Output
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FeedbackLittle or no feedback is generated perhaps from emails such as @webmaster addressesRegular feedback is collected in a proactive manner by regular surveysFeedback is integral to all activities. There is a comprehensive approach to generate and respond to feedback. Applied to all channels, services and products. Feedback is passed back to channel service and product owners who incorporate it into their next round of development work.Process
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Product developmentAd hoc approach to creating new products based on poorly defined users needsAs new products are created some of them are based on user insight.Use of GDS service design manual principlesProducts are only created with a clear evidence base of user need.
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ServicesIt is not clear how many services exist digital or otherwiseSome effort is made to move existing services online.Key services listed, mapped and managed. A large proportion of services are online though they might not all be fully automated in the backend. All services are online and have been fully reviewed and transformedAll services directly link to organisational objectives and take a digital first approach. All new services are delivered digitally.
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UsabilityDevelopers in-house and external take minimalist approachAll services and products are built with users needs to the fore. A mix of face-to-face and remote usability testing takes place. A regular review cycle exists. Market leading approach to usability that matches best of the private sector.
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CORPORATE AND MARKETING COMMUNICATIONS
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ChannelsA few core channels linked to the websiteClear channel propositionsThere are benchmarks for each channel. Underperforming channels are wound down. Proactive research highlights potential new channels. Fully integrated each channel supports the other and cross sells them. Content is unique to each channel and its audience needs. Online and offline work together seamlessly
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CRMOnly personal contacts recordedSome teams have their own spreadsheets of key contacts and their rolesAll contacts are fully managed and tracked by a fully integrated CRM system.
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SEOLittle awareness of SEORegular testing of content for findability. Monitoring of traffic on digital channels and the keywords used to find content.A directory of keywords matched to business needs such as marketing campaignsA holstic approach - matching best practice in the private sector.
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TransparencyMinimalist approach to transparency including FOI publication schemeAll Cabinet Office standards for transparency are metResponses to FOI and correspondence published as matter of routine. Senior leaders proactively seek opportunities to be more transparent even when it causes embarassment to the organisation as they accept that the benefits outweigh the risks.
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SOCIAL MEDIA ENGAGEMENT
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EngagementThe organisation works in a pure broadcast modeSharing principlesCommunities, advocates, thought leaders, influencersAll products and services based on a digital engagement lifecycle modelProcess
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Community managementThere are named community managers who follow best practiceThe organisation regularly hosts events for the relevant communities or actively engages with them at their own events.Community management is fundamental to the success of the organisation. Skills
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Policy makingMainly an internal process influenced by some well recognised external stakeholdersRegular consultations with Regular consultations with a proportion in an open formatPolicy is driven by external requirements and expectations, not by the organisations preconceptions. Open policy making is taken as a standard way of operating. The organisation actively seeks opportunities to consult widely even when negative reactions are expected. Process
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INTERNAL COMMUNICATIONS AND COLLABORATION
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IntranetOften built by IT department, with limited core functionalityFully intergrated internal communications using digital tools which work seamlessly with offline interactionsTools
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Social mediaPossibly a wiki existsSome wikis and blogs exist ran by evangalists and pioneers.Blogs are standard features; wikis are well maintained; as are discussion forums.Social media features start to integrate with the intranet. Some work better than others.
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Communities
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CollaborationSkills
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Messages fully aligned with corporate objectives
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GENERIC ACROSS ALL OF DIGITAL ACTIVITIES
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Archiving and planning for data storage/longevity: The website is archived by The National Archives on a regular basis. Social media channels are not archivedCommissioning and decomissioning of projects and campaigns is fully planned in advance. Process
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CultureThere are a few evangelists for digital who struggle to persuade collegues of its value. Activity is often 'under the radar'The value of digital is fully internalised by all staff.Skills
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LeadershipNo dedicated digital teamDedicated digital teamDigital team faciltate change across the organisation; devolved functions to colleagues and mentor them. There is Board level commitment to digital with a Digital Leader driving forward change; measuring the organisation against market leaders and striving to be an exemplar organisation.Vision
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MeasurementLittle measure of activity undertaken, perhaps a review of volume of website visits or downloadsQuantative measurement of channels based on volume such as number of Twitter followers.Qualative measurementA data driven approach to digital... benchmarked against sector leadersProcess
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Risk managementA very risk averse approach is taken with little if no innovationAll staff recieve appropriate training to raise awareness of the risk of using digital There is a clear agreed risk appetite for the use of digital. Process
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Staff capability/competenciesThe main digital competencies reside with the webmaster.The digital team possess the relevant competencies. Generic digital competencies exist which are utlised by key teams such as Press and Strategy teams.All staff have digital competencies appropriate to the roles and responsiblities. A permissive approach is taken....Skills
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SuppliersMix of suppliers with some legacy issues such as long term lock-ins. Suppliers chosen from approved central frameworksA good mix of SMEs and as appropriate larger suppliers.Clear performance standards.Supplier management fully integrated with strategic approach to maxmise benefits to both parties.Tools
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TechnologyMany legacy systems exist often with long tie-in contracts. Frequently these systems do not talk to each other.Technology agnostic, decisions are made based on user needs and the services to be provided. The default position is to use open source software. ToolsInput
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User experienceIt is sometimes difficult to recognise that one organisation is being dealt with; too many confusing sub-brands exist. Inconsistent naming conventions are in place for channels.There is a consistency of content/design/IA/branding - a common user experience.Process
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