Emergence out of the Covid-19 pandemic has bookmarked definitive changes in how modern businesses approach factors of organisation, product development, team culture and operational agility across incoming and outgoing business ventures.

The need for extreme health and safety measures due to the pandemic is gradually becoming a thing of the past. Now, the focus is on the effectiveness of digital business models. The expectations for how companies deliver in the digital space have reached a point of no return, making it essential to optimize these processes. This optimization will lead to higher levels of customer experience efficacy, better structural fluidity within business sectors, stronger consumer relationships, and other essential markers of success in the digital integration space.

Establishing a framework of objective metrics can help to better measure these key outcomes and make them more controllable in the hands of business owners and chief officers. KJR has produced guidelines for this in its Digital Maturity Model, working alongside pathways to government IT consulting and other third parties to better clarify how innovations can apply.

How does this framework compare in the broader discourse, and what can states do to facilitate these analytic standards? Let’s take a closer look.

The Digital Maturity Model

KJR’s vision has always been forward-thinking in its approach towards defining markers that are necessary for the company to transform into a digitally proficient entity.

Where they satisfy business goals, including tech on outward and inward-facing engagements, has been fundamental to long-term success, buffering against setbacks in a landscape constantly defined by innovating technologies and novel means of employing them. The Digital Maturity Model looks to appraise the state of a company’s digital well-being for an estimate of how it can better benefit from existing and potential utilisations.

The Department of Science, Information Technology, and Innovation, as a part of their government IT consulting, collaborated with KJR to define six key factors for measuring digital capability, seven ways to measure digital impact, and a set of criteria to determine a company’s digital transformation status based on the prominence of these metrics and their collaboration with one another.

Digital Capability Indicators That Use in KJR Government IT Consulting Strategies Strategy 

• Digital Infrastructure and Platforms  
• Risk Management • Talent and Skills 
• Customer Experience Design 
• Business Ecosystem Design

Digital Capability refers to the resources available to companies for evaluating transformative opportunities- social, infrastructural and financial assets that facilitate the adoption of technologies in the operational schemes. 

Their demarcation into the above 4 factors appropriately shows how these resources can be spread into various archetypes of resources, aligning with KJR’s understanding of digital transformation as a business-wide initiative instead of being confined to specific product offerings.

Digital Impact Indicators 

• Vision 
• Leadership 
• Governance 
• Innovation Culture  
• Value Alignment  
• Business Agility  
• Revenue Resilience

Digital Impact evaluates how these markers can benefit the company in addressing environmental challenges or improving organisational conduct. In essence, these are the by-products of successful adoption, and the extent of their success is mirrored proportionally by the indicators’ gains.

How the Model Fits in the Landscape of Government IT Consulting Offerings 

On the whole, counsel on the government level is scarce where digital technologies are concerned – and the reasons are obscure, particularly considering how imperative dissemination of information has become on the national scale since the beginning of the new decade.

Offerings by third parties and consulting firms are abundant, with some of the most insightful coming from data powerhouse Deloitte or Accenture. That said, literature does exist from the OECD on the implementation of digital tools in optimising taxation, alongside a full-fledged toolkit on digital maturity from the South Australian Government.

At a macro level, this existing discourse acknowledges the significance of digital technologies and their ability to maximise the company’s capitalisation on market gaps. However, KJR’s maturity model distinguishes itself in its gearing of theory to accommodate business-wide processes – from social work culture to leadership at a top-down perspective. 

As frameworks for directional integration become increasingly necessary, our Digital Maturity Model offers a considerate and user-friendly methodology for achieving this goal comprehensively. 

KJR’s Government IT Consulting Services

Looking for deeper insight into the topic? Check out our other works in the industry, and reach out for a consultation to improve your digital hygiene today.