Summary of the key findings of the Atos Consulting E-Business Maturity Benchmark 2008.

1. E-Business Maturity Benchmark 2008
Start optimizing your E-Business organization
using the E-Business Maturity Model
Gijsbert van der Sleen, Rudy Taels, Philip Könings
Utrecht, 5 March 2009

2. Agenda
» Making sense of it all:
Introduction to the model and
general findings
» E-Business Benchmark 2008:
Results and Sectors
» Start optimizing your E-Business
Organization:
Conclusions and recommendations
» Let’s get started!
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3. »Making sense of it all
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4. »The E-Business Maturity Model …
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5. »Covers 5 stages of maturity …
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6. Management & Organization Infrastructure
»And 4 key areas of the organization!
Processes People & Culture
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7. »The E-Business Maturity Model handles only
the organizational aspect of E-Business
» Recommendation: Evaluate strategy and current channel
performance with regards to maturity.
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8. »Key findings
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9. »E-Business objectives
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10. »Marketing firmly in control of E-Business
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11. »Measuring contribution is still not common
practice
» Analysis: Only 16% of organizations see E-Business contribute
over 25% to turnover, 35% do not measure at all!
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12. »Acquiring sufficient budgets remains
a main concern
» Recommendation: Intensify cooperation with other
projects/departments to co-fund projects.
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13. »Decentralized and direct channel
organizations have the largest teams
» Recommendation: For decentralized teams, examine
governance and competences to be as effective as possible.
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14. »E-Business Benchmark 2008 results
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15. »E-Business not seen as strategic at
organization level
» Analysis: Organizations do not unlock their E-Business
potential
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17. Conclusions Recommendations
» Strategic value of E-Business not » Leverage the positive culture
yet seen at organizational level towards E-Business
» Potential of E-Business is not » Invest more in developing in house
utilized across departments. E-Business competencies (cross
departments)
» Lack of competencies are a main
barrier to successfully realizing E- » Communicate successful projects of
Business potential. E-Business as showcases to
exchange knowledge
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18. »Utilities surprisingly leads the way
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19. 19 E-Business Maturity Benchmark 2008 Seminar

20. Conclusions Recommendations
» People & Culture category shows a » Invest in establishing a compelling Vision
significant disjoint. Competencies and & Strategy for E-Business across the
communications are underdeveloped organization. Risk of E-Business not
compared to their sector’s overall maturity getting enough attention due to required
level the ICT & Infrastructure dimension is organizational restructuring projects
most mature
» Improve communication across the
organization, focusing on E-Business
success, value for the customers and the
entire organization
» Enhance E-Business competences by
setting up cross-functional E-Business
training, include E-Business targets in
personal development plans
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21. »Government & Education trails as they face
challenges in delivering the promise of
online government
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23. Conclusions Recommendations
» Vision & Strategy scores relatively » Clarify impact on own organization
low: Analysis: government sector and set up roadmap accordingly
encounters difficulties translating
» Clarify Governance and Leadership
national legislation to organizational
and set goals for Process Integration
level.
and Performance management to
gain control over initiatives
» Contemplate innovative initiatives
outside current IT Infrastructure to
build Competencies and Culture and
show results
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24. »Financial services maturity is IT driven and
needs to pay attention to alignment
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25. 25 E-Business Maturity Benchmark 2008 Seminar

26. Conclusions Recommendations
» Work on establishing an E-Business
» Maturity is IT driven but scores lower
Vision & Strategy from a business
on IT and E-Business alignment.
perspective, focusing on the strategic
» Vision & Strategy is stuck at value of E-Business at an
departmental level. organizational level
» Focus on getting correct metrics, E-
» Customer orientation and (lack of)
Business needs to show added value
encouragement of top managers are
cross organization
inhibitors for E-Business maturity.
» Improve cross departmental E-
Business process integration
» Quick wins: Improve internal
competencies and communication
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27. »E-Business drivers and inhibitors
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28. »Industry determines: but standards are often
set in other sectors
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29. »Management commitment drives E-Business
maturity
» Recommendation: Senior management needs to take
ownership of E-Business.
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30. »Customer focused organizations embrace
E-Business sooner
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31. »Centralized E-Business teams are most
mature
» Analysis: Decentralized E-Business struggles with leadership,
governance and competencies.
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32. »E-Business keeps struggling to make IT
happen
» Recommendation: Start differentiating between short and long
term projects, (re)organize IT accordingly.
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33. »Back to basics in 2009:
target, sell, service is the focus!
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34. »Start optimizing your E-Business
organization: key conclusions
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35. Conclusion
»Strategy
» E-Business risks being in a functional silo, without sufficient
support in the organization, leading to clear-cut inefficiency and
insufficient utilization of the E-Business potential.
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36. Conclusion
»Governance
» Cross-departmental alignment remains the main challenge,
organizations struggle with leadership, governance and
competencies.
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37. Conclusion
»Leadership
» Encouragement of top management is a prerequisite for
alignment but is running behind in most sectors. Senior
management needs to step up and take ownership of E-
Business.
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38. Conclusion
»Integration
» Lack of clear governance and responsibilities at departmental
level causes E-Business process integration to struggle.
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39. Conclusion
»Performance measurement
» Measuring E-Business contribution and costs is still not
common practice: 35% of organizations do not measure E-
Business contribution at organizational level.
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40. Conclusion
»Alignment
» Organizations struggle to make IT happen. Departments are
able to work together at a planning stage, but have much more
difficulties in aligning the nitty gritty of the different (and
differing) processes.
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41. Conclusion
»People and Culture
» Employees usually are willing to embrace E-Business, but are
looking for management to lead the way. Insufficient
competencies and internal support to develop them, poses a
main barrier to successfully realizing E-Business potential.
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42. »Start optimizing your E-Business
organization: recommendations
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43. Recommendation
»Verify
» If current maturity is in line with strategic business objectives,
online strategies and meets performance criteria. Benchmark
against external parties but be careful in choosing them, include
other customer groups and sectors.
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44. Recommendation
»Build sponsorship
» And involvement at senior and operational level by showing the
real value of E-Business for the organization.
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45. Recommendation
»Clarify ownership
» Also review governance and ownership for all customer facing
processes. Make ownership transparent throughout the whole
organization. Leverage the positive culture towards E-Business
to do this.
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46. Recommendation
»Bridge the gap
» Between departments, specifically marketing and IT. Establish a
cross departmental steering team. Work on creating an
integrated roadmap. Pay attention to improving E-Business
process integration and Business & IT alignment.
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47. Recommendation
»Invest in performance measurement
» Include cross-channel measurement metrics to determine the
real value for the organization. Continually measure E-Business
performance and take corrective action where needed.
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48. Recommendation
»Specify competences
» Invest in developing in house E-Business competencies (cross
departments).
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49. Recommendation
»Contemplate re-organizing
» Start differentiating between short and long term projects,
(re)organize IT accordingly and/or contemplate outsourcing
either.
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50. » For this presentation I have made
use of a lot of pictures
» Some of them came from the
internet
» Thank you for the inspiration!
»Thanks
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51. For more information please contact:
Gijsbert van der Sleen
Principal Consultant
t +31 6 51 366 308
gijsbert.vandersleen@atosorigin.com
Atos Consulting
Papendorpseweg 93
3528 BJ Utrecht
www.atosconsulting.com
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