Customer Experience maturity assessment

How does the Executive team approach digital customer experience challenges?

• The Executive team has limited involvement in digital customer experience challenges.
• The Executive team has some knowledge of digital customer exeperience challenges and have some input on its improvement.
• The Executive team is aware of customer experience challenges but has limited involvement in it's improvement.
• The Executive team is aware of and actively engaged in tackling customer experience challenges.

How involved are the Executive team in driving day-to-day change management?

• The Executive team is not involved, as they are primarily focused on broader organizational matters.
• The Executive team plays a limited role, delegating most responsibilities and only intervening in major decisions.
• The Executive team occasionally engages offering support and oversight as needed.
• The Executive team is highly involved and actively participating in strategy development.

Describe the current state of data democratisation in the company.

• Data is not shared amongst teams. Pooling data is not a priority in the company.
• Access to data is inconsistent, despite a need for sharing identified by teams or individuals.
• Access to data is concentrated among several teams or individuals for the entire company.
• Data is shared seamlessly, allowing all teams to have easy access to all relevant data.

How does the Executive team promote a data-driven culture within the company?

• The Executive team does not promote a data-driven culture within the organisation.
• The Executive team promotes a data driven culture but have not set specific global goals to action this.
• The Executive team have set global goals for adopting a data-driven culture.
• The Executive team requires for every decisions to be based on data.

How does the digital customer experience efforts align to the company's strategic objectives?

• Not well-aligned with the specific strategic objectives.
• Some digital customer experience efforts align with the strategic objectives, however there are still some gaps in synchronization.
• Considerable degree of alignment between the digital customer experience efforts and the company's strategic objectives.
• Highly aligned with the company's strategic objectives, with every initiative designed to directly support and drive key business goals.

Are your teams adequately staffed to achieve your objectives?

• Poorly Staffed. We are struggling to cope with the demands of our projects due to a severe shortage of personne.
• Understaffed. We are facing challenges in managing our projects due to the limited number of team members available.
• Adequately Staffed. While there may be occasional fluctuations in workload, we have the resources needed to meet our goals.
• Well staffed. Our staffing levels allow us to effectively manage workloads.

What range of skills exist in the teams involved in improving digital customer experience?

• The teams currently lack a wide range of skills required for holistic digital customer experience improvement.
• The teams have limited skill diversity, primarily focusing on basic digital customer experience aspects, with room for improvement.
• There is a moderate range of skills within the teams, covering areas such as UX design and basic analytics.
• The teams possess a diverse range of skills (e.g. design, analytics, and technical expertise), enabling a comprehensive approach.

What involvement does each individual or job role have in improving the digital customer experience?

• Only one job role is involved in improving the digital customer experience.
• Only a limited number of job roles are involved in improving the digital customer experience.
• Most individuals or job roles are involved in improving the digital customer experience.
• All individuals or job roles are involved in improving the digital customer experience.

Are there designated champions responsible for improving the digital customer experience?

• There are no designated champions. The responsibility lies with the Executive team.
• There are no dedicated champions but various team members share the responsibility for improving the digital customer experience.
• We are currently appointing champions who will be responsible for improving the digital customer experience.
• There are designated champions responsible for improving the digital customer experience.

What impact does your current stack have on improving the digital customer experience?

• Not yet yielded significant improvements in the digital customer experience.
• Moderate impact on the digital customer experience.
• A notable positive impact on the digital customer experience in specific areas.
• Instrumental in improving the entire digital customer experience.

Which of the following best describes the approach to data governance?

• Ad-hoc with no unified strategy or standardization.
• Evolving and we are actively working on improving our data management practices.
• Moderately defined with some established practices and awareness of data management.
• Comprehensive and well-structured, with clearly defined policies and procedures in place.

How would you describe your internal knowledge sharing between teams or individuals?

• Teams or individuals operate independently and there is minimal internal knowledge sharing.
• Essential information is shared but some knowledge is closely guarded within specific teams.
• Most teams are willingly sharing information and experiences.
• There is a transparent and collaborative environment. Information, best practices, and insights are shared across all teams.

Assess the company's available bandwidth to be data-driven?

• Employees have no bandwith available to analyse data.
• Employees have limited bandwidth for data analysis but would like to be more data-driven.
• Employees have some bandwidth to dedicate to data analysis.
• Employees have available bandwidth and dedicate time to data analysis.

What percentage of your decisions is informed by or supported with data?

• Less than 25%
• Between 25% and 50%
• Between 50% and 75%
• More than 75%

How do you measure your teams or individual contributors impact on objectives and key results?

• We have no formal method in place to measure our team's or individual impact on objectives and key results.
• We rely on informal observations and subjective assessments to evaluate our team's or individual impact.
• Sometimes we track progress, but it's not consistently measured, making it challenging to gauge our effectiveness.
• We regularly measure using performance metrics and data analysis to track progress and ensure alignment with goals.

Describe the collaboration between business & IT teams (including external IT agencies).

• There is minimal collaboration and they often operate in silos.
• Collaboration is somewhat limited and they only work together on occasion.
• They regularly cooperate to ensure that technology initiatives support our business needs effectively.
• Collaboration is strong and they work closely together to align technology solutions with business objectives.

How is the backlog prioritized?

• Tasks are often addressed on a first-come, first-served basis with low consideration to business priorities.
• Backlog is led by the Product or IT teams who assess the urgency and business value, in agreement with key stakeholders.
• There is a collaborative approach with regular input from key stakeholders, taking into account urgency and business value.
• Backlog is prioritized with a weighted scoring system using quantitative data.

How agile is the IT team (including external IT agencies)?

• Not agile. All the bandwidth is taken up by the backlog.
• Limited agility as a significant portion of our bandwidth is consumed by the backlog.
• Actively working towards becoming more agile. The team collaborates with key stakeholders to prioritize the roadmap.
• Very agile. Releases are quick and sprints are flexible and responsive to changing requirements.

What percentage of site improvements have a positive result?

• We don't currently track this metric.
• Less than 25%
• Between 25% and 50%
• More than 50%

How do you assess whether a project deployment has been successful?

• There is no formal process to measure the success, and the criteria for success are often unclear or undefined.
• Analysis is based on qualitative feedback and the project team's subjective assessments.
• A combination of qualitative and quantitative data without a structured evaluation method.
• Comprehensive evaluation of predefined success criteria.