Digital Quick Look Assessment
The Digital Enterprise Quick Look
Assessment (QLA) is a fast-paced
methodology to evaluate key touch points
and technologies that drive an enterprise,
which provides executives with the insight
to transform internal processes, user
experiences, and value propositions.
Executives in all industries are using digital
advances to transform their businesses.
They are changing customer interactions,
internal business processes, and even their
business models to take advantage of new
technological capabilities. While digital
technology presents new opportunities, it also
creates new challenges.
BOOZ ALLE N CAN E VALUATE YOUR
DIGITAL E NTE RPRISE
Booz Allen Hamilton, a leading strategy and technology
consulting firm, developed the Digital Quick Look
Assessment (QLA) to assess key digital enterprise
components and enable senior executives to
transform their organizations. Through a series of
analyses, the Digital QLA provides digital leaders with
the necessary information to make both strategic
and tactical decisions to allocate organizational
resources and increase operational effectiveness.
Digital QLA benefits for clients include:
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++
++
++
++
Effective Senior Leadership Transition Strategy
Increased Clarity in Digital Vision
Streamlined Processes and Cost Savings
Strategic Stakeholder Engagement Plans
Optimized Social, Mobile, Analytics,
and Cloud Capabilities
++ Evaluation of User Experience (UX)
and Omni-Channel Touch Points
++ Increased or Optimized Staffing Plans
++ Advocacy Material for Strategic Communication
DIGITAL QUICK LOOK AS SE S SME NT F R AME WORK
The Digital QLA provides a comprehensive view of
your existing organization and a set of personalized
recommendations that provide a framework for enabling
digital maturity and transformation throughout the
organization. The five sections of the QLA deliverable
are: Digital Maturity Assessment, Digital Technology
Assessment, Ecosystem Analysis, Organizational
and Culture Assessment, and Recommendations
and Roadmap. Booz Allen uses these five sections
to capture, analyze, communicate, and report
on the current state of the digital enterprise and
provide tactical recommendations across the
dimensions of process, people, and technology.
Section 1: Digital Maturity Analysis
The QLA provides an in-depth assessment and
maturity rating for each of the organization’s digital
components through a set of Maturity Scorecards
based on proven best practices and our experience
supporting federal and commercial clients.
Section 2: Digital Technology Assessment
The Digital Technology Assessment provides a
holistic look at the digital technologies that enable
the search, analysis, creation, communication, and
use of information in a digital context as defined by
social, mobile, analytics, and cloud capabilities.
Section 5: Recommendations & Roadmap
The Recommendations & Roadmap section provides a
set of actionable steps that incrementally increase digital
maturity and outlines a 12-month tactical work plan for
implementing a set of high-priority recommendations.
See our ideas in action at boozallen.com
For more information contact
Section 3: Ecosystem Analysis
The Digital Ecosystem Map and Digital Journey Map
use a data-driven and human-centered approach to
uncover the key stakeholder relationships, internal
relationships, high-level information exchanges, and
user touchpoints relevant to the digital ecosystem.
Osama Malik
Senior Associate
malik_osama@bah.com
703-984-1686
Sahil Sanghvi
Lead Associate
sanghvi_sahil@bah.com
703-984-1114
Section 4: Organizational & Culture Assessment
CEO
Front-­‐
office
Back-­‐
office
CEO
CEO
Enterprise services
Front-­‐
office
Back-­‐
office
Enterprise services
Digital Team
Heritage
Front-­‐
office
Strongly Enhances
Back-­‐
office
Digital Team
Enterprise services
Power Structure
Enhances
Dimension Rating:
I N T E R N A L F O R C E S
Culture Assessment Dimension Analysis – Power Structure
Inhibits
Strongly Inhibits
Organizati
onal Structure
Customs ENABLES
&
Routines
The most powerful groups/people within the organization. These are the groups/people with the greatest amount of influence over decisions, operations, and strategic direction
Evidence:
• Decision making structures in IC CIO are present and maturing against a disjointed and challenging mission environment
• Mechanisms for resolving conflicting assumptions have been introduced and socialized with workforce
• Decision tree and agreement of power is not fully achieved Key Takeaways:
• Positive shifts to distribute the locus of control and decision making beyond the SLT to across the management team are becoming more visible • Maturity in IC CIO role is balancing IC CIO power structure and promoting alignment of the office with strategic goals
Inn
Mi
Pro
dd
hib
ov
ati
le of itiv
ve Cult
the
e C
ult
Recommendations:
Symbols & Traditions
• CIO should clarify roles and responsibilities relative to cost, scope, and schedule and related decision making mechanisms in order to solidify positive power structure affiliation
• Conducting a cultural audit may help senior managers uncover any barriers to change that exist
• Make visible and transparent the passing of ideas from traditional power elites to new and upcoming power structures
Control Systems
E X T E R N A L F O R C E S
Neutral
ure
Roa
d C
ult
ure
ure
The Organizational & Culture Assessment
comprises three artifacts—a capability and
organizational gap analysis, a cultural dimension
diagram, and a culture assessment that evaluate
the functions, roles, and skills of staff to make
recommendations for increased effectiveness.
About Booz Allen
Booz Allen Hamilton is a leading provider of management consulting, technology, and engineering services to the US government
in defense, intelligence, and civil markets, and to major corporations and not-for-profit organizations. Booz Allen is headquartered
in McLean, Virginia, employs more than 22,000 people, and had revenue of $5.48 billion for the 12 months ended March 31,
2014. In 2014, Booz Allen celebrates its 100th anniversary year. To learn more, visit www.boozallen.com. (NYSE: BAH)
© 2014 Booz Allen Hamilton, Inc.
BA14-272
www.boozallen.com