Origin of the Digital Enterprise Readiness Framework
The Institute for Digital Transformation developed the Digital Enterprise Readiness Framework to help organizations ensure that their organizations are prepared to handle the stress and impact of a digital transformation effort. The Framework is based on both the Institute’s experience working with numerous organizations executing digital transformation efforts along with research conducted by Institute founder Charles Araujo and Institute Chief Scientist, Dr. Frank Granito.
Mr. Araujo is the best-selling author of three books, an internationally recognized authority on digital transformation and the digital enterprise and is a technology industry analyst. Dr. Granito has years of academic and research experience in the field of organizational theory and culture specifically applied to the transformation of IT organizations.
For over a decade, the Institute has worked with organizations as they have executed IT and digital transformation efforts. During these efforts, the Institute gathered data about the factors that contributed to or hindered the success of these transformational programs. This data and experience formed the basis of the Framework.
In addition, over the last few years the Institute has conducted or participated in several research projects, including one that explored in detail the differences between “Digital Transformation” and “IT Transformation”. Combining this research data with the previously developed foundation, the Instituted created the Digital Enterprise Readiness Framework to measure and benchmark an organization’s readiness to successfully execute a digital transformation effort.
The resulting IDT Assessment provides a Digital Readiness Framework to assess an organization’s readiness across four dimensions: Operational Sustainability, Organizational Agility, Strategic Agility, and Disruptive Culture. Each dimension is measured via a construct of dimension attributes and underlying characteristics. The attributes and characteristic markers were established based on scholarly research and have been compiled into a validated analytical model. This model makes the Framework unique in that it provides an objective measure an organization’s readiness to execute and sustain a digital transformation effort.
The primary research used in the development of the Index’s characteristics and attributes include:
- Bazerman, Max, and Don A. Moore. Judgment in Managerial Decision Making. 8th ed. John Wiley & Sons, 2013.
- Hunger, J. D., & Wheelen, T. L. (2003). Essentials of strategic management. New Jersey: Prentice Hall.
- Schein, E. H. (2006). Organizational culture and leadership (Vol. 356). John Wiley & Sons.
- Long, C. (2000). Measuring your strategic agility. Consulting to Management, 11(3), 25.
- Doz, Y. L., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long range planning, 43(2), 370-382.
- Wendler, R. (2014, September). Development of the organizational agility maturity model. In Computer Science and Information Systems (FedCSIS), 2014 Federated Conference on (pp. 1197-1206). IEEE.
- Lukas, B. A., Whitwell, G. J., & Heide, J. B. (2013). Why do customers get more than they need? How organizational culture shapes product capability decisions. Journal of Marketing, 77(1), 1-12.
- Crocitto, M., & Youssef, M. (2003). The human side of organizational agility. Industrial Management & Data Systems, 103(6), 388-397.
- Digital and IT Transformation: A global View of Trends and Requirements, EMA, 2015
- Granito, Francis A.. University of Maryland University College, ProQuest Dissertations Publishing, 2011. 3509189.