Carrying out a workplace assessment is necessary to evaluate the functionality and maturity of the overall digital workplace. This establishes the current digital maturity of an organisation and is a starting point for a digital workplace roadmap, recommending actionable insights and allowing an organisation to progress towards their future state vision.

The Digital First Digital Maturity model has been structured around 4 domains of a digital workplace using 5 levels of maturity. It was based on industry benchmarking and the need to create a robust, reusable model that aligns with current organisation structures.

Industry Benchmarking

We undertook extensive research into various digital models that are in use by some industry leaders, looking at several models that measured various levels of digital transformation and digital workplace. We wanted to create something reusable for all clients, a robust and reusable tool with which they could easily establish a baseline for their current digital workplace maturity and develop guidance on where they need to go. The ability to use an organisation’s current framework to identify the areas in which they are already mature and those which require more attention makes it easier to implement change and track progress.

Stages of Digital Maturity

In our model, digital maturity is broken down into 5 stages ranging from level 1 to level 5. Level 5 is the highest level of digital maturity, where an organisation is constantly innovating and undergoing transformation, and level 1 is the most basic level of digital operations.

The ability to track progress towards key stages of digital maturation allows organisations to determine their current position and create a clear roadmap to progress towards their vision of a digital workplace. Having a model to analyse an organisations current digital maturity state will inform and give direction to key decision making.   

Level 1
Level 2
Level 3
Level 4
Level 5
Aware & Talking
Testing & Learning
Formalised & Transitioning
Strategic & Adapting
Transformed & Disruptive
Basic digital operations
Active digital presence
Digital is integrated in all activities
Constantly innovating
Digital not ignored but not used as a formal directive in digital transformation strategies
Good digital delivery
Digital as a channel, strategies being formed
Intentional digital efforts with short- and long-term goals
Digital transformation becomes a way of business as execs recognise that change is constant
Lack of understanding and infrastructure around digital and its impact
Change taking place but not necessarily organised or centralised
Strategic investments in people, processes and technology
Ambitious, formalized and official pilots for every sector of the workplace incl sales, marketing, HR etc
Culture of innovation becomes prevalent. New models, roles, and investments shift toward innovation to accelerate transformation and identify new, unconventional opportunities for growth
Employees have a basic understanding of technology but don’t fully utilise
Digital lead exists at manager level, doesn’t influence strategy
Stable systems enabling basic digital operations
Common resources are shared across once-siloed departments, including data, CRM, governance etc
Siloed business units
Systems in place but still somewhat siloed and not user friendly
Key digital policies and procedures have been identified and developed
Strategies start with digital, mobile, and social and then inform traditional approaches
Collaboration and experimentation (breaking down silos)