Use tools to evaluate digital opportunities, support decisions, and create strategy development. Understand:

• The markets and industries that the organization will be serving
• The desired levels of customer/market relevance and operational excellence
• Which opportunities it will exploit (for both customer/market relevance and operational excellence)
• The value proposition for consumers in its targeted markets or industries
• Which products and services it will deliver
• Which business model will emerge as these decisions are made

Many tools for analysis; choosing can be as difficult as the positioning analysis:

• Maturity models
• Digital positioning models

1. Maturity models Maturity models based on the theory that there is a set of characteristics that increases the chance for success Two types of maturity models: Focus on organizational characteristics: four levels of digital mastery on two dimensions (digital capabilities and leadership capabilities leading) Focus on moving from one level to the next (e.g. organizational to market/industry…): start digital journey via technology (improve operational efficiencies), then reshape customer experience followed by attempts to redefine industry

1.1 Limits

Maturity models are neither predictable or consistent in a disruptive digital environment (can be time-consuming and can focus on wrong variables)

Can be used as a substitute for a solid strategic analysis:

• Models are based on numerous organizations and not all factors will apply to a single organization
• Success is subjective; ‘success’ doesn’t equate to mature
• Good enough is not part of a maturity model when it’s quite sensible for an organization

Models do identify characteristics and capabilities for a specific position; can define initiatives (don´t determine organizational position)

2. Digital positioning models

Can be used for one organization or a group of competitors:

• Cluster of competitors within the model describes the competition zone
• Organization may choose to leave competition zone for long-term viability

2.1 Strategic focus: consumer/market relevance, operational excellence, industry disruption/transformation, market disruption/transformation

Organizations clustered around customer experience and operational excellence:

• Within the zone of competition, must invest to remain viable
• Exit the zone to create novel competitive differentiation

2.2 Strategic focus: physical presence, digital presence, use of emerging technology, use of industry standard tools

Changing the strategic focus moves the various organizations to different positions as well as different travel directions

Design digital positioning goals to reflect organization’s purpose and vision: review/re-evaluate often to reflect the VUCA environment

Go back to ITIL 4 Strategic Leader Certification Course: Disruption to finish this chapter or to the main page ITIL 4 Strategic Leader Certification Course.