Following the COVID-19 pandemic, many experts now agree that digital business models and solutions will be viewed differently than before. Whereas digital solutions were previously something special and the exceptions for many people, they have now inevitably reached the centre of society.
A good example is a contactless payment at the supermarket checkout. While the share of this payment method in German-speaking countries was only 35% a quarter of a year ago, it has now risen to over 50%. The same applies to the spread of home office work or streaming services.
In the business world, too, many retailers have switched to digital sales channels in order to save at least some of their revenues. Restaurants are switching to delivery services, with online ordering and cashless payment. And live events that reach the living room at home via streaming services not only dispel boredom among viewers in domestic isolation but also secure at least some income for the artists via online donation platforms.
Short-term solutions in the crisis do not replace a systematic approach
But even if the corona eruption is driving digital business solutions on a broad level, this spontaneous event does not replace a systematic and thought-out approach. After all, in the digital business transformation, a prior determination of location and objectives is the be-all and end-all before a company embarks on this sometimes uncertain path. In this case, ERNI’s Digital Maturity Fitness Check is the ideal travel companion.
Enterprises do not become successful in the digital world overnight – a transformation, i.e. a fundamental change, takes time. This makes a holistic approach that is adapted and tailored to the respective company all the more important. The comprehensive fitness check for the digital business allows an initial analysis of the current situation and from the results, concrete recommendations for action can be derived.
Five pillars of the Digital Maturity Fitness Check
The analysis is based on five pillars or fields of action. This begins with IT, extends to the market and value chain, corporate culture and leadership, and extends to existing digital activities. Above all, however, customer focus is the most important field.
For this reason, ERNI consultants use structured interviews to ask questions such as: “Do you already ensure a customer experience that is consistent in terms of content and designed in a channel-adequate manner on all digital and non-digital channels?” Or: “Can customer interactions take place via both classic and digital channels and do you personalize digital customer communication?”
In the area of the already existing digital activities, one of the questions asked is the significance of digital business in the overall strategy of the company. And when it comes to “Culture and Leadership”, for example, one is concerned with whether managers promote the development of digital innovations despite financial risks.
The goal is to be successful in a digital environment
The goal of this as-is analysis shows companies where they stand in terms of their digital maturity level and provides recommendations on how companies can continue their digital journey in order to stay successful in the digital age.
It would be counterproductive to try to impose a certain path on every company regarding digital transformation, using the same methods and means. Instead, a holistic approach is needed that takes up the existing situation and develops it further. Therefore, not all five pillars of the check are always equally important for each company.
Individual approach to each company
If a company, for example, has only ever sold its products from a stationary location, but now wants to improve its web presence and sell online, then customer focus and digital initiatives are more important in analysis and consulting than in other cases. And if a certain level of digital maturity already exists, but problems arise in developing this path further, corporate culture and leadership tend to come to the fore.
Experienced consultants always combine IT and industry knowledge to ensure that the recommendations for action are realistic and can be implemented within a specific timeframe. From the knowledge of best practices, it is easy to compare what level of digital maturity a company has and where there are still fields of action where change is necessary. It is never too late for corrections on the way to a digitally fit company – and constant change is the order of the day.