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Part-2: The Top 5 Digital Transformation Frameworks

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Part-2:
The Top 5 Digital Transformation Frameworks – 2021 Independent
Review

By: Ayman El-Safadi, Chief Digital Officer, May 2021

This article is the second in a 3-part series about Digital Transformation Models and
Frameworks. Part-1 was an amplified summary and point of view edition of a research
conducted by Jimmy Bumann and Professor Dr. Marc K. Peter - November 2019 titled
"Action Fields of Digital Transformation - A Review and Comparative Analysis of Digital
Transformation Maturity Models and Frameworks."

This article is the second in a 3-part series about Digital Transformation Models and
Frameworks Review. In Part-2 (below), I shed more light and examined other existing
digital transformation models and frameworks in the market from the:
a) world's top IT services, digital transformation consulting companies: Accenture,
BCG, Capgemini, Cognizant, Deloitte, DXC, EY, IBM, KPMG, McKinsey, MIT, PwC;
b) world's esteemed digital transformation research, executive education, advisory,
and independent experts and organizations: Gartner, Altimeter Group (a Prophet
company), Ionology (by Niall McKeown), CXO-THRIVE (by Rob Llewellyn), and the
Digital Capability Model (by Jace An – author of "77 Building Blocks of Digital
Transformation" book);
c) world's valued communities and forums: "Digital Mastermind" DX Framework (by
Open-ROADS Community) and DX Industry Framework (by TMForum Community).

The comparison table below illustrates and provides the analytical result for the listed
digital transformation frameworks and what makes each framework special. To get
started, I have a few general comments about what makes one framework better than
another.
Digital transformation is an evolving trend, but some organizations may not be capable of
managing to succeed in the transformation. As I mentioned in Part-1, organizations need
to be leveraging a digital transformation framework that assists them as guidance and as
a roadmap to achieve a successful digital transformation.
But before deep-diving into the different frameworks available in the marketplace, let me
shed light on a fundamental aspect of the transformation in the board room agenda's
discussion. There are three layers in an organization that will experience change, hence
transformation:
1- CxO & Board Executives layer
2- Business Units layers
3- Digital Transformation Execution layer
One of the essential things for any Board, CxO, or leadership team to understand is that
everything will constantly (but digitally) change. As a result, the single most crucial thing
that needs to change at all levels of the organization is the right mindset/attitude to
adapt and adjust as the digital journey unfolds. People need to think differently and be
vigorous in the face of continuous digital change. Having the proper digital
transformation framework is one tool that will assist organizations with the digital evolution.
However, it too needs to be an adaptable framework and continuum to whatever the
organization, its people, and customers encounter along the digital journey.

Adopting a digital journey necessitates understanding some fundamentals. In this article,

let me talk you and walk you through some eminent essential basics by defining and
responding to three "What" questions: What is really Digital Transformation? What is the
Digital Transformation framework? What is the importance of the digital transformation
framework?

Well, it depends; the definition is varied based on who defines it as a consulting firm, a
technology provider, a researcher, or a digital transformation implementer?

"Digital Transformation can refer to anything from IT modernization (for example, cloud
computing), to digital optimization, to the invention of new digital business models. The
term is widely used in public-sector organizations to refer to modest initiatives such as
putting services online or legacy modernization. Thus, the term is more like "digitization"
than "digital business transformation."
—Gartner

Here are few example organizations who redefined their digital adaptation journey
differently by changing or adopting different business models:

Source: FourWeekMBA Community. Examples: of digital business models invention - The Most Popular Digital Business Model Types
But one thing for sure and agreed upon by different industries that DX is not about
technologies. Digital Transformation indeed is Business Transformation. That is why I tend to
disagree with the blurred definition by Gartner above. However, there are many common
definitions that most industries and organizations built consensus around; here are two by
IDC and AIMultiple.

"Digital Transformation (DX) means applying new technologies to radically change

processes, customer experience, and value. DX allows organizations to
become Digital Native Enterprise that supports innovation and digital disruption rather
than enhancing existing technologies and models."
—IDC

“Digital transformation is the use of the latest technologies to enhance existing processes
and offer new and improved services and products to customers. It aims to create value
by changing how businesses operate and how they deliver value to customers.”
—AIMultiple

On the other hand, the digital transformation framework works as a roadmap of what
digital strategies guide your business in a competitive, growing business landscape. It is a
reference point and basis of digital transformation projects' implementation. It aims to
improve business processes' digital optimization by identifying the goals of digitization.

Why we need a framework to implement Digital Transformation?

It is a fact that digital change (transformation) comes with a high degree of failure.
McKinsey's research shows the success rates are low. Less than 30% of companies
succeed. It is also a fact that digital change comes with a high degree of resistance. You
may have the executive team's support, but what does the rest of your organization
regard the digital change?
All (I have not perceived otherwise) digital transformation consulting firms and digital
services providers blame clients for the low percentage of success (culture, resistance,
governance, change/transformation management, commitment, etc.). The coin has two
sides in my sight: one is for a customer, and one is for a consulting firm. Consulting services
fatigue phenomenon is what consulting firms and digital services providers face and
contribute to the low percentage of digital success. Having tens of digital transformation
frameworks indicate and proof this phenomenon. Each firm perceives the digital
transformation (thru their Digital Transformation framework) differently and promotes it as
the proper framework for the success of the digital change. . .
While digital transformation frameworks alone cannot ensure success, they should
mitigate failure. In fact, authors published their digital transformation frameworks
subsequent to years of academic research achieved. Hence, a lot of learning about
what to do and what not to do was supposed to be captured in the contents' published
Digital Transformation frameworks.
 For example, a good
digital transformation
framework dismisses a
myth that DX is about
digitizing processes and
choosing disruptive
technology. Digital
transformation is more
about transforming people
than technology. In
a report by Accenture, the
firm states that 75% of
obstacles blocking digital transformation success today are non-technical factors.

These comments by Accenture were echoed by MIT Sloan and in a report published by
the consulting firm Capgemini, suggesting that missing skills was a gap in an organization's
digital transformation roadmap. Capgemini names culture as the most prominent hurdle
organizations face in realizing a digital change in the second piece of research.

“Our research suggests the reason why it’s so hard is that most established companies do
not yet have the capabilities they need to become digital.”
—Dr. Jeanne Ross
Principal research scientist
MIT Sloan Center for Information Systems Research

Which are the best Digital Transformation frameworks? Who tops them?
Each of the big consulting firms and Information Technology Services conglomerates
recognizes that digital transformation is essential for their business continuity and their
customers and therefore built their proprietary digital transformation framework. But which
firms are offering better frameworks and transformation foundations?

This article's review and analysis covered 20 different frameworks. Still, do not expect to
find instructions on using their frameworks. However, most framework authors gave some
explanation, a diminutive published in how to deploy the framework. I found trivial
information in the way of how to use each framework. A personal demonstration of each
framework by the frameworks' author would reveal more detail and give a more
accurate review (non-found). I presume they want you to contact them for an apparent
reason $$$$.

Nevertheless, frameworks should not be prescriptive. Instead, any framework's author

should openly encourage the user to adjust and modify the digital transformation
framework and its components to suit their situation and corporate environment. I would
also strongly advise avoiding a piecemeal digital transformation approach to adopting
digital. You will risk divided and uncoordinated operations that hinder and suffocate
digital innovation and success if you do.

How had each framework been reviewed and appraised?

Consequently, I based the review's methodology conducted at this juncture on the
following elements:

1- What has been published in the public domain of the concerned digital
transformation framework firm(s), the owner(s), builder(s), or author(s),
2- First impressions on and contents of the frameworks' revealed.
3- The review focuses on the digital transformation model, not the author(s).
 4- The business sub-domains highlighted here are not precisely similar to the ones
covered by Bumann and Professor Dr. Peter in Part-1 of this article. The sub-
domains are either amplified, modified, or replaced with new ones, but overall,
they cover most standard business domains.
5- The below instituted 27 business sub-domains out of the seven core business
capabilities portrayed in the one STOP-3C model (described in the Part-1 article)
6- Each of the 27 business sub-domains has been examined and distributed to the
"importance" measurements using the MOSCOW prioritization technique.
7- An overall weighted average score for each framework has been calculated and
ranked.
8- A p-value of 1% represents type-1 (false positive) error of alpha level (α) on this
analysis.
I strongly deem any framework should focus on the below (standard digital) 27 business
sub-domains in its coverage for a successful digital transformation. What I value the most
and should be the main drivers for the digital transformation journey (go/no-go) decision
are the data analytics technology maturity, the customer-centricity, the business
capabilities, and the organization's culture:

“Customers don't live in a digital world only; they live in their own world. It is important
that we understand them first, their needs and wants and the moments that matter; if we
do this, we can build brands that make companies more valuable to customers and
customers more valuable to companies.”
—Jerry Smith,
Executive Partner, Digital Transformation,
Ogilvy Consulting

Must-haves: most vital business sub-domains that are mandatory for the DX
(colored in red and importance scale is between 10 & 9)
1. Digital-first Leadership: board, investors, stakeholder expectations and commitments
2. Digital Strategy: shared vision & understanding, organization alignment, response, big picture,
budget/funds, journey, benchmark, plan, and roadmap
3. Business Design: Digital Design & Business Models
4. Customer-centricity Management: insights, relationship, engagement, interaction, customer
experience journey
5. People Digital Capabilities: skill, talents, team agility, roles, ownership, reward, coaches, and
mentors
6. Business Digital Capabilities: responsiveness, business agility, analytics & insights driven
process, operational excellence
7. Optimization Digital Capabilities: intelligent automation, core processes, operating model
8. Transformation Management: agile change strategy, cases/initiatives, prioritization,
methodology, assessment/tracking, readiness, tools, Objective & Key Results (OKR), and gaps
management
9. Digital Technology Capabilities: Social Media
10. Digital Technology Capabilities: Mobile/Mobility
11. Digital Technology Capabilities: (Big) Data & Analytics
Should-haves: important business sub-domains that are not vital but add
significant value
(colored in red and importance scale is between 8 & 7)
12. Human-Centric: collaboration, innovation, and design thinking
13. Corporate Culture: mindset, employee journey, digital culture, team empowerment, lean
start-up culture, learning programs, knowledge sharing
14. Opportunities: identifications and recognition
15. Constraints Management: barriers, threats, digital risk, mitigation, digital policies & regulations,
challenges, privacy
16. Integrated Service Management: data strategy, process & technology, APIs, microservices,
physical/digital channels mix & optimization, touchpoints, platforms, environment, self-service,
digital user
 17. Values (Internal & External): RODI, revenue, quick wins, digital products/services (offerings),
value propositions, new cost model, customer value, market share, profitability, efficiency
18. Framework Clarity: simplicity, implementation approach, bringing clearness to a complex
task
19. Digital Technology Capabilities: Cloud
20. Digital Technology Capabilities: Internet-of-Things
21. Digital Technology Capabilities: Artificial Intelligent, Robotics, Machine Learning, Blockchain,
RPA, 5G, other
Could-haves: nice to have business sub-domains that will have a negligible
impact of left out
(colored in red and importance scale is between 6 & 5)
22. Digital Ecosystem Capabilities & Management: external users, partners, resources, and value
supply chain
23. Agility Management: business resiliency, governance, accountability, ownership, delivery
models, performance monitoring & control
24. Market Management: model, trend, competition, GTM speed
25. Digital Marketing: branding, content strategy & moderation, personalization, data
monetization models
26. Digital Asset Management: infrastructure, cyber-security, network, architecture, physical
assets, legacy, 3rd party
27. Sustainability: digital sustainability & operability, scalability, organization's purpose-, short- and
long-term shared goals
Wish-to-haves: business sub-domains that are not a priority for this specific
time frame
(colored in blue and importance scale is between 4 & 1)
28. Not covered / Not Applicable

The Result - Putting it All Together

I conducted this independent scrutiny to covering other frameworks and models not
mentioned in Part-1, utilizing almost a similar methodology and approach to the research
undertaken by Jimmy Bumann and Professor Dr. Marc K. Peter in 2019.

DigiTech Capabilities - AI, ML, RPA,

DigiTech Capabilities - Social Media

DigiTech Capabilities - Big Data &

Weighted Average
Customer-centricity Management

Optimization Digital Capabilities

5G, Robotics, Blockchain, other

Integrated Service Management

Digital Ecosystem Capabilities

DigiTech Capabilities - Cloud
Business Digital Capabilities

Transformation Management

Business Domains >>

Values (Internal & External)

DigiTech Capabilities - IoT

Digital People Capabilities

Digital Asset Management

Constrains Management
Digital-first Leadership

DigiTech Capabilities -

# Organization Digital Transformation Model/Framework Industry Focus

Market Management
Agility Management
Corporate Culture

Framework Clarity

Digital Marketing
Business Design

Mobile/Mobility
Digital Strategy

Human Centric

Opportunities

Sustainability
Analytics

DX Framework/Model Author(s)

Importance (scale 1 to 10) and Weighted Average >> 9 10 9 10 10 10 10 10 7 8 7 7 8 8 7 9 9 10 8 8 8 6 6 6 6 6 6 %

1 A ccenture A ccenture Digital B usiness Strategy Framewo rk Cro ss industry 2 0 13 - Duy, Vo Ho ang - A ccenture Digital B usiness 1 1 1 1 1 1 1 0 .7 1 0 .7 1 0 .7 0 .6 0 .6 0 .6 0 .6 0 .6 0 .6 1 1 1 1 1 0 .5 73.53%

B o sto n Co nsulting B CG The B io nic M o del - B lending human and technical 2 0 16 - The B io nic Co mpany - Rich Hutchinso n, Lio nel A ré, Justin
2
Gro up (B CG) capabilities
Cro ss industry
Ro se, and A lliso n B ailey
1 1 1 1 1 1 1 1 1 1 1 1 1 0 .5 1 1 1 1 1 1 1 1 1 86.01%

3 Capgemini - 2012 The digital mastery framewo rk Cro ss industry 2 0 12 - M IT Center fo r Digital B usiness and Capgemini Co nsulting 1 1 1 1 1 1 1 1 1 1 1 0 .7 1 1 1 1 1 0 .5 1 1 72.89%

2 0 18 - 2020 M o dified by Capgemini Research Institute and

4 Capgemini - 2018 The building blo cks o f digital transfo rmatio n Cro ss industry
Capgemini Invent
1 1 1 1 1 1 1 1 1 1 1 1 1 0 .7 1 1 1 1 1 1 1 1 1 85.73%

5 Co gnizant A Framewo rk fo r Digital B usiness Transfo rmatio n Cro ss industry 2 0 14 - Quido Co rver and Gerard Elkhuizen 1 1 1 1 1 1 0 .5 1 1 1 1 1 0 .7 1 1 1 1 1 0 .5 1 1 0 .5 76.10%

6 Delo itte-2017
Delo itte P o wered by
7 TM Fo rum Co mmunity-
2019
8 DXC Techno lo gy
M anufacturing, Energy, 2 0 17 - Delo itte Insights: M atthew B udman, B lythe Hurley, Nairita
Digital Industrial Transfo rmatio n Framewo rk
Co nstructio n Gango padhyay, and Rupesh B hat
1 1 1 1 1 1 1 1 1 1 1 0 .7 0 .5 0 .5 0 .5 0 .5 1 0 .5 1 1 1 1 72.43%
2 0 18 - Delo itte & TM Fo rum DM M : 5 Dimensio ns, 28 Sub-
Digital M aturity M o del (DM M ) Teleco m industry
Dimensio ns, 179 Individual A ssessment Criteria
1 1 1 1 1 1 1 1 1 1 1 0 .5 1 1 0 .7 1 1 0 .5 1 1 1 1 1 1 1 0 .7 90.64%
Framewo rk fo r Inno vatio n and Transfo rmatio n (FIT) Cro ss industry 2 0 17 -Framewo rk fo r a Digital Strategy 1 1 1 1 1 1 1 1 1 0 .5 1 0 .5 0 .5 1 1 1 1 1 1 1 1 1 0 .5 80.28%

2 0 19 - Fo rrester named EY as o ne o f to p Digital B usiness

9 Ernst & Yo ung Digital (Facto ry) Transfo rmatio n Framewo rk Cro ss industry
Transfo rmatio n A ccelerato r
1 1 1 1 1 1 1 0 .5 1 1 1 1 1 43.81%

10 Gartner Six Key Steps to B uild a Successful Digital B usiness Cro ss industry 2 0 14 - Gartner Research ID: G00261624 1 1 1 1 1 1 1 1 1 1 1 1 0 .5 1 1 1 1 1 66.74%

11 IB M P aths to Digital transfo rmatio n - digital meets physical Cro ss industry 2 0 11 - IB M Institute fo r B usiness Value 1 1 1 1 1 1 0 .5 1 1 1 1 0 .5 1 1 1 1 1 1 1 0 .5 72.71%

Six Dimentio ns o f the i4.0 & Co nnected Enterprise 2 0 17 - Digital Transfo rmatio n Jo urney Guide
12 KP M G
Framewo rk
Industry 4.0
2 0 2 0 - KP M G A l Fo zan & P artners
1 1 1 1 0 .5 0 .5 1 0 .5 1 1 1 1 1 0 .7 1 1 1 1 1 1 0 .5 70.83%
2 0 17 - 4Ds Digital Transfo rmatio n Framewo rk
13 M cKinsey The 4Ds Digital Transfo rmatio n Framewo rk Cro ss industry 2019 - Six building blo cks fo r creating a high perfo rming digital 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 .5 1 1 1 1 1 1 0 .5 78.67%
enterprise
2 0 18 - M IT Slo an Center fo r Info rmatio n Systems Research,
14 M IT Slo an 5 B uilding B lo cks to Digital Transfo rmatio n Cro ss industry
Ro ss, M o cker, and B eath
1 1 1 1 1 1 1 1 1 1 1 0 .7 1 1 1 1 1 1 1 1 1 0 .5 80.23%

P ricewaterho useCo o pers

15
(P WC)
Industry 4.0 framewo rk: B uilding the digital enterprise Industry 4.0 2 0 16 - Glo bal Industry 4.0 Survey 1 1 1 0 .5 1 1 1 1 1 0 .5 1 1 1 0 .5 1 1 1 1 1 1 0 .5 0 .5 77.29%

2 0 16 - Digital maturity blueprint to advance techno lo gy ro admaps,

16 A ltimeter Six Stages o f Digital Transfo rmatio n Frmaewo rk Cro ss industry
business mo dels, pro cesses by B ria n S o lis
0 .5 1 1 1 1 0 .7 0 .5 1 1 0 .5 1 1 0 .5 0 .5 1 1 1 1 0 .5 0 .5 0 .7 0 .7 0 .5 1 0 .5 0 .5 76.33%

2 0 17 - The 7 P rinciples o f Digital B usiness Strategy as the

17 Io no lo gy 7 P rinciples o f Digital B usiness strategy Cro ss industry
framewo rk to Transfo rmatio n by N ia ll M c Ke o wn
1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 .7 1 0 .7 0 .5 1 1 0 .5 73.44%

Digital B usiness Transfo rmatio n Framewo rk (THRIVE) 2 0 16 - by R o b Lle we llyn started his CXO Transfo rm educatio n
18 CXO Transfo rm
& Digital Capability Framewo rk (DCF)
Cro ss industry
platfo rm & a digital business transfo rmatio n adviso r
1 1 1 1 1 1 1 1 1 1 1 1 1 0 .5 0 .5 1 0 .5 1 1 1 0 .5 1 0 .5 0 .5 80.73%

The Digital Capability 2 0 18 - A ugust 29 was J a c e A n first published bo o k. A lso , the

19
M o delT M (TDCM )
77 B uilding B lo cks o f Digital Transfo rmatio n Cro ss industry
review depends o n reading the bo o k
1 0 .7 1 1 1 1 1 1 0 .5 1 1 1 1 1 1 1 1 1 0 .5 0 .5 0 .7 1 0 .5 1 1 1 86.93%
Open ROA DS
Open Digital M aturity M o del (ODM M ) V6R1: The 2 0 17 - Open ROA DS Co mmunity - P o wered by Huawei. ROA DS:
20 Co mmunity - Digital
A ccelerato r fo r Digital Transfo rmatio n
Cro ss industry
R eal-time, O n-demand, A ll-o nline, D o -It-Yo urself, S o cial
1 1 1 1 1 1 1 1 1 1 1 0 .7 1 1 1 1 0 .5 1 1 1 1 1 1 1 0 .5 1 0 .5 94.22%
M astermind
12 18 20 19 19 17 18 16 19 14 15 13 19 19 13 13 15 18 13 12 14 15 15 11 15 11 9

I wanted to review a few other frameworks, but I could not do so due to the lack of or
unclear information furnished. Altimeter, Ionology, Deloitte, and EY all offer digital
transformation frameworks, which I am sure, if demonstrated personally, could be
reviewed.
Key Takeaways, Observations, and Results
1. I spent a reasonable period between Q3-2020 to Q2-2021on exhaustive and systematic
effort to review and analyze 20 frameworks in digital transformation (DX).
2. The history of digital transformation goes back further than you may expect. Its roots
extend to the 1940s and are likely to continue affecting the global business landscape
for decades to come.
3. I reviewed many of the DX frameworks drenched in years of academic research, such
as frameworks developed by Capgemini, PwC, McKinsey, and Ionology alike. However,
be cautioned. Other DX frameworks are akin to the thinking of a three-year-old.
Seriously, these DX frameworks are shocking. They are like generic project management
workflows that you could apply to as home backyard gardening.
4. McKinsey's research shows that a low rate of digital transformation success (less than
30%) did not come from a vacuum. One of the two causes is the fatigue phenomenon
that consulting firms and digital services providers are experiencing. Digital
transformation consulting services is NOT like any traditional consulting services. . .
5. Digital transformation frameworks have a few other designations: digital transformation
strategy, digital business transformation, digital industrial transformation framework,
digital maturity model, digital enterprise framework, customer experience
transformation, and digital transformation strategy roadmap. They are all commonly
regarded as or related to Digital Transformation Framework.
6. The top ten (representing 37%) identified fully or partially highlighted dimensions:
o Business Design (in 20 frameworks),
o Customer-centricity Management, Digital People Capabilities, Human Centric, Integrated
Service Management, Values (in 19 frameworks),
o Digital Strategy, Optimization Digital Capabilities, DigiTech Capabilities-Big Data & Analytics
(in 18 frameworks), and
o Business Digital Capabilities (in 17 frameworks).
7. The middle eight (representing 30%) identified fully or partially highlighted dimensions:
o Transformation Management (in 16 frameworks),
o Opportunities, DigiTech Capabilities-Mobile/Mobility, Digital Ecosystem Capabilities,
Agility Management, Digital Marketing (in 15 frameworks), and
o Corporate Culture, DigiTech Capabilities-AI, ML, RPA, 5G, Robotics, Blockchain,
other (in 14 frameworks)
8. The bottom nine (representing 33%) identified fully or partially highlighted dimensions:
o Constraints Management, Framework Clarity, DigiTech Capabilities-Social Media,
DigiTech Capabilities-Cloud (in 13 frameworks),
o Digital-first Leadership, DigiTech Capabilities-IoT (in 12 frameworks),
o Market Management, Digital Asset Management (in 11 frameworks), and
o Sustainability (in 9 frameworks).

9. Many digital transformation frameworks from Open-ROADS, Deloitte-TMForum, BCG,

TDCM, Capgemini-2018, DXC, and MIT stand out, and others are lie-flat from the EY,
Gartner, and KPMG.
 Digital Transformation Model/Framework Analysis

% Weighted Average

94.22%
90.64%
86.93%
86.01%
85.73%
80.73%
80.28%
80.23%
78.67%
77.29%
76.33%
76.10%
73.53%
73.44%
72.89%
72.71%
72.43%
70.83%
66.74%
43.81%

Cross industry focus

Telecom industry focus

Manufacturing, Energy, Construction focus

Industry 4.0 focus

10. The top five Digital Transformation Frameworks are:

Top Five Digital Transformation Frameworks

OPEN ROADS 94.22%

DELOITTE-TMFORUM 90.64%

THE DIGITAL CAPABILITY MODEL 86.93%

BOSTON CONSULTING GROUP 86.01%

CAPGEMINI-2018 85.73%

80.00% 82.00% 84.00% 86.00% 88.00% 90.00% 92.00% 94.00% 96.00%

Cross industry focus

Telecom industry focus

11. While the top five digital transformation frameworks from Open-ROADS, Deloitte-
TMForum, BCG, TDCM, Capgemini-2018, DXC, and MIT stand out, you will not be able
to apply these frameworks. There are no user guides in the public domain, so you will
have to become a paying customer first. Maybe the only exception is the Open-
ROADS.
12. Even with the help of consultants and a few hundred thousand dollars, do not expect
to roll out these frameworks swiftly. They are not as simple as they look and require a
lot of customization.
13. The top five business domains that scored high value (# of occarances in frameworks)
are:
 Presence of the Top Ten Business Domains

BUSINESS DIGITAL CAPABILITIES 17

DIGITECH CAPABILITIES-BIG DATA & ANALYTICS 18
OPTIMIZATION DIGITAL CAPABILITIES 18
CUSTOMER-CENTRICITY MANAGEMENT 18
DIGITAL STRATEGY 18
VALUES 19
INTEGRATED SERVICE MANAGEMENT 19
HUMAN CENTRIC 19
DIGITAL PEOPLE CAPABILITIES 19
BUSINESS DESIGN 20
# of Framewaors

14. Only four frameworks (BCG, Capgemini-2018, EY, and The Digital Capability Model)
accentuated sustainability, and four frameworks (DXC, McKinsey, MIT, PWC) stressed
scalability.
15. The Accenture DX framework scored 73.53%; Cross-industry focus was difficult to track
with minimum and unclear information found. Accenture Digital Transformation
Framework (Playbook) is a missing treasure. It has been declared in December 2019 in
the public domain and then disappeared since then. However, I reviewed their Digital
Business Strategy Framework instead. For the last 15 years, Accenture has digitally
transformed its business. Employees have the freedom to choose when, where, and
how they work. There has been a reinvention of client relationship management –
they now use more collaboration tools available in the cloud. Accenture has written
several industry-specific DX frameworks, including one for the manufacturing sector.
They call it the Digital Factory and outlined eleven enablers. According to the 2015
Accenture Strategy Global Manufacturing Study, greater adoption of these enablers
can lead to more robust and sustainable business performance. In 2019 Accenture
released a digital transformation framework titled The Digital Enterprise Framework.
The one I reviewed in this study is Accenture's digital business strategy framework that
addresses the decisions, actions, and investments required to build a digital business.
Accompanying this framework are questions leaders must ask themselves. What are
the digital disruption opportunities, threats, and outcomes? How will enabling
technologies and trends support differentiation and sustainable growth? Like
Capgemini, Accenture places digital technology at the bottom, suggesting it supports
and enables rather than leads.
16. Boston Consulting Group DX framework scored 86.01%; Cross-industry focus. BCG
divides the digital transformation process into three layers. Short-term quick win,
medium-term plans, and long-term sustainability and transformation. Funding the
journey: Digital transformation is a time-sinking process, and digital investments of an
organization may fail to generate returns more than the cost of capital during this
process. However, boards and shareholders always expect to see immediate results.
Therefore, businesses should develop short-term initiatives that will provide quick cash
to fund the upcoming long-term initiatives. Wining in the medium term: This layer is
where the realization of transform starts across the organization. Businesses focus on
redesigning business and operating models. Digital initiatives are mostly about the
way the company delivers products and services to its customers. Businesses identify
customer segments and products, and services they will offer to each segment.
Results of these initiatives are expected to be seen in the medium term. Organizing for
sustained performance: Culture change among executives and employees is a key
 indicator of the success and sustainability of digitization. Without an innovative culture,
digital transformation is destined to fail. Executives should enable the people working
within them to contribute, grow, innovate, and be more productive. Organizations
should design a culture that supports the high performance of people.
17. Capgemini DX frameworks: 2012 edition scored 72.89%, and the 2018 edition scored
85.73% - both Cross-industry focus was challenging trajectory as no explicit
declaration of the evolution to the new framework. However, the 2018 Capgemini
framework is one of the Top Five Digital Transformation frameworks as per this analysis.
Like Accenture, Capgemini places digital technology at the bottom, suggesting it
supports rather than leads. Capgemini's DX framework encourages organizations to
go beyond digital wrapping traditional products and (instead) innovate new products
that are digitally native. Capgemini's DX framework digitally transforms three critical
areas of an enterprise: customer experience, operational processes, and business
models. Capgemini DX framework also addresses value (products & services)
propositions.
18. Cognizant DX framework scored 76.10%; Cross-industry focus. Cognizant claims to
have analyzed digital transformation across several industries. They have found four
common elements that apply to most companies making a digital transformation
in both the B2C and B2B markets. Cognizant's DX framework addresses four common
elements: customer experience, operations, products & services, and the
organization. Cognizant has an entire part dedicated to digitizing the customer
experience, including customer insights. Cognizant's DX framework recognizes new
pricing models are important. The framework is moderately easy to use. Unfortunately,
digital marketing has been put together under the "the Customer" element. Indeed,
digital marketing is not strictly part of digital transformation, and it does not necessarily
help customers. Most customers will tell you that they hate advertising. I was surprised
that there was no mention of the culture as part of digitizing the organization. The
framework mentions plunking into partner ecosystems. This business concept was
relevant 30 years ago. It is common sense, and I don't see a new disruptive concept
recommended.
19. Deloitte DX frameworks: 2017 edition scored 72.43%, and the 2019 edition powered by
TMForum scored 90.64%. Deloitte releases two DX frameworks, one published in 2017
by Deloitte's digital arm – called Deloitte Industrial Transformation Framework and
focused on Manufacturing, Energy, and Construction industries. The other was
published in 2019 and powered by TMForum Community – called Deloitte Industrial
Transformation Framework and focused on the Telecommunication industry. Deloitte's
Digital Industrial Transformation framework presents five essential questions. Each
question is centered around the concept of business agility, digital adoption, and
customer success: What is our winning aspiration? Where will we choose to play? What
capabilities are needed? Which capabilities must be built, refined, or outsourced?
What business processes, technology, and management systems are required?
20. DXC Technology DX framework scored 80.28%; Cross-industry focus. The company is
in the midst of a transformation of its strategy towards helping clients navigate the
embrace of digital business. DXC offers a reality check when making digital changes.
DXC defined digital change as a powerful business transformation, forcing enterprises
to extend, defend and recreate their businesses. According to DXC, the consumer is in
charge and will define enterprise's next move in the digital world. The DXC DX
framework includes four sources of digital value creation: (1) Digital Customer
Experience, (2) Business Model Innovation, (3) Digital Business Process Transformation,
(4) Digital Technology Core. Like MIT and Capgemini, DXC's digital transformation
framework puts customers first. DXC's DX framework uses customer journeys to identify
new (digital) opportunities. The Digital Customer Experience piece is comprehensive.
Like Capgemini and McKinsey, they touch upon customer journeys and take it one
step further. DXC claims these journeys need to be 'intelligent,' 'digital-first, and 'omni-
channel. Their Business Model Innovation piece is very self-possessed. It helps
anticipate asymmetrical competition (asymmetrical competition example: Apple
 starts offering Apple Pay, and then launches a digital bank). On the other side, like MIT
and Cognizant, the DXC DX framework gives basic and common-sense business
advice (... keep what you manage to a minimum, focus on core competency, and
outsource what you can). Such common-sense distracts from what is digitally
important.
21. Unfortunately, Ernst & Young's DX framework achieved a lower score (43.81% - Cross-
industry focus) than expected due to no reference to Digital Technology found and
searching the public domain. I could not find enough information about EY's Digital
Transformation framework. The EY DX framework is divided into six parts: the bridge,
the engine room, innovation, design, deploy and digital factory.
22. Gartner DX framework scored 66.74%; Cross-industry focus. Jorge Lopez, research
Vice President at Gartner, defined digital transformation as "the process of exploiting
digital technologies and supporting capabilities to create a robust new business
model." Gartner claimed that "Two-thirds of all business leaders believe that their
companies must pick up the pace of digitalization to remain competitive." This is
echoed by Gartner's discovery that 4 in 10 CEOs are taking a digital-first approach to
business change. Others are taking digital "to the core of their enterprise model."
However, Gartner says that because transformation requires "commitment, leadership,
strategy, technology, innovation and importantly, money," funding is a concern.
Gartner has identified their eight critical components — building blocks — required
when planning, directing, and evolving digital workplace programs. Gartner claims
that digital adoption solutions can greatly accelerate digital adoption and
transformation efforts. Digital adoption solutions (platforms - DAPs) – have been
recognized by Gartner as a valuable tool for boosting performance. In one study, they
found that digital adoption solutions can boost productivity, save time and money,
improve user experiences, and more. Gartner wrote a six-step DX framework, enabling
CIOs and other business leaders to build a successful digital enterprise. Gartner, like
Accenture, placed shared beliefs first. They call stage one of their DX framework
'shared understanding.' Stage 2 of the Gartner DX framework suggests putting in place
the right leadership. Technology transformation is useless unless people transform. Step
3 of the Gartner DX framework suggesting the organization be supported by a digital
excellence team. Think of these people as coaches and mentors. However, Gartner's
DX framework does not appear to address the customer to the degree that
McKinsey's framework does. While it is practical to address leadership before making
change, this concept has been around a long time and is broader; what is digitally
new?
23. IBM DX framework scored 72.71%; Cross-industry focus. With the analysis of leading
companies and experience with clients, IBM has found that companies with a
cohesive strategy for integrating digital and physical elements can successfully
transform their business models. IBM states that these companies focus on two
complementary elements: reshaping customer value propositions and redefining
transforming operating models using digital technologies for greater customer
interaction and collaboration. To do so, they are building a new set of capabilities
that allows them to progress along both dimensions. IBM DX framework exemplifies the
two elements. Reshaping the customer value proposition – using information &
analytics, organizations can reshape the customer value proposition on three levels by
enhancing, extending, or redefining the value of the customer experience. Redefining
the operating models – the extent to which one transforms the operating model is also
correlated to the efficiency and productivity gains that can be achieved. IBM DX
framework draws strategic paths to digital transformation. From their research and
client experience, IBM found that three basic approaches can summarize the
strategic routes to transformation: One focuses on extensive customer value
propositions and another on transforming the operating model. The third combines
those two approaches. Determining the best path to transformation requires a
thorough understanding and evaluation of several factors: • Where products and
services are on the physical-to-digital continuum • Mobility and social networking
 adoption levels and expectations of customers • Strategic moves by other industry
players • The degree of integration at every stage of the transformation – between
new digital processes and legacy, physical ones.
24. KPMG DX framework scored 70.83%; Industry-4.0 focus. KPMG has done a project with
Rolodex Agency to increase awareness of digital transformation among its staff and
partners. KPMG developed a pop-up podcast studio where experts, higher
management, clients, and the workforce could start digital dialogues to discuss
consulting matters. Like PwC and KPMG are talking about Industry 4.0, or i4.0 as KPMG
calls it. They have identified six dimensions of i4.0 (Strategy & Business Model,
Technology & Systems, Government & Risk Management, People, Operational
Excellence, Customer Experience). Each dimension of KPMG's digital transformation
framework addresses a side of digital transformation. Unfortunately, searching the
public domain, I could not find more information about KPMG's DX framework.
25. McKinsey DX framework scored 78.67%; Cross-industry focus. McKinsey has a
proprietary DX framework called the 4Ds. The 4D's of digital transformation are
Discovery, Design, Deliver, and De-risk. It appears that McKinsey recently redefined
its 4Ds digital transformation framework; the acronym 4Ds is now short for Data,
Decisioning, Design, and Distribution. McKinsey has also created a framework named
the six building blocks for creating a high-performing digital enterprise. They claim this
framework provides executives with a coherent structure for planning and managing
large-scale digital transformation. McKinsey's six building blocks include strategy and
innovation, customer decision journey, process automation, organization, technology,
data & analytics.
26. MIT Sloan DX framework scored 80.23%; Cross-industry focus. MIT's framework was
easy to review thanks to the anecdotal information provided by Dr. Jeanne Ross in her
book (Designed for Digital: How to Architect Your Business for Sustained Success -
2019). Sources claim that MIT and Capgemini were responsible for writing the first
digital transformation framework together. However, it appears MIT took its digital
transformation framework in a new direction. MIT's DX framework emphasizes
customers and points organizations to develop a lake of intelligence about both
customer problems and solutions. The accountability block tries to break down
organizational barriers as a means of transforming. Create a start-up culture where it is
possible to make mistakes and still succeed. However, MIT's five building blocks to
digital transformation framework begin with operations, not customers. One block is
devoted to a marketplace (external developer platform). External developer platform
allows organizations to scale up what is internally working. An external developer
platform helps foster delivering end-to-end solutions to customers, much in the way
that Amazon and Apple have extended their platforms with integrated services
offerings from partners. The idea of not building everything and outsourcing is not a
new idea. Business advisors since the 1970s have been telling business leaders to focus
on core competencies and outsourcing non-core business functions.
27. PwC DX framework scored 77.29%; Industry-4.0 focus. PWC indicates digital
transformation as Industry 4.0. Industry 4.0 is an outgrowth of the third industrial
revolution, which transformed the nature of commerce in the second half of the 20th
century. "Industry 4.0" refers to the fourth industrial revolution, which connects
machines, people, and physical assets into an integrated digital ecosystem that
seamlessly generates, analyzes, and communicates data at scale. When PwC
researched Industry-4.0 in 2014, companies knew about digital transformation, but few
were making real digital changes. In 2016, PwC claims the trend changed. For many
companies, Industry-4.0 digital transformation is now at the heart of their strategy. PwC
offers some advice on how to apply Industry 4.0 DX framework to enterprise
organizations. Advice such as establishing a DX budget, measuring return on digital
investment (RODI), identifying effective strategies, and scaling up the initial
investment. Also, PwC offers a digital transformation roadmap. Their digital
transformation roadmap considers other factors affecting the customer.
28. Altimeter DX framework by Brian Solis scored 76.33%; Cross-industry focus. The
Altimeter is a Prophet (parent organization) company and an analyst firm that
provides research and advisory on disruptive technologies and strategies to help
leaders drive business. After several years of research, the author of the Altimeter DX
framework, Brian Solis, identified a series of patterns and processes that form a strong
foundation for digital transformation change. The Altimeter Six Stages of Digital
Transformation grouped those patterns into six distinct stages: Business as Usual,
Present and Active, Formalized, Strategic, Converged, Innovative and
Adaptive. Collectively, these phases serve as a digital maturity blueprint to
guide purposeful and advantageous digital transformation. Altimeter of digital
transformation is centered on the Digital Customer Experience (DCX) and thus
reflects one of many paths toward digital change. Altimeter found that DCX was
an essential catalyst in driving the evolution of business and technology and
other market factors. Unfortunately, searching the public domain, I could not find
more information about Altimeter's DX framework.
29. Ionology DX framework by Niall McKeown scored 73.44%; Cross-industry focus.
Ionology is a late entrant to the (digital) consulting business. Their CEO Niall McKeown
founded the company in 1999 and transcribed a DX framework they call the (7
Building Blocks) 7 Principles of Digital Business Strategy as the framework to
transformation. The 7 Principles framework allows the entire C-Suite to engage in non-
technical discussions that lead to technical actions that ensure progress is being
made. It changes how the C-Suite looks at digital and allows them to communicate
as one with a shared language and terminology. The 7 Principles process includes a
precise diagnosis of the business's challenges, a thorough roadmap of the
transformation journey, and a strategy to get you there. The Ionology DX framework 7
Principles are Know yourself, Customers, Marketplace, Resources, Market position,
Engine of growth, and Tactics. Technology is not one of the building blocks; instead, it
is a combination of all seven blocks. Ionology assumes technology to be the driver of
digital transformation. However, Ionology believes each of these seven blocks is
required for digital transformation. The framework uses data to understand what is
happening in your marketplace, who your competitors are, how much momentum
they have, and how you can create a plan to displace them? It also uses data to
understand if you can attract enough customers with your value proposition.
30. CXO Transform DX framework by Rob Llewellyn scored 80.73%; Cross-industry focus. As
Founder and Chief Executive Officer of CXO Transform, Rob has already helped equip
thousands of managers and leaders to orchestrate transformation in just a handful of
years. Three common takeaways from Rob Llewellyn's Digital Transformation
Framework explained. (1) Organization's digital transformation needs to support
strategy: One question to ask is how your organization is responding strategically to
digital transformation? Are you transforming to defend your position in the market or
are you taking a more offensive approach and transforming to disrupt the market?
You also want to figure out how transformational you want your organization to be
and what category of transformation your strategic objectives fit into. Are you
transforming the business model? The operations? The workforce? Or the products
and services you provide your customers? Once you figure out the company's
strategic objectives, you can then begin your digital execution, which should support
the fundamental strategic objectives of the business. (2) Need to orchestrate DX
holistically: Digital transformation is a complex undertaking and therefore requires
careful orchestration. Focus on building applications is not enough and not the
solution. It is essential (a) to build your transformation team with the people who can
get your innovation initiatives off the ground, (b) to consider who is managing the
business benefits, who is managing the project, and how it interfaces with other
projects, ensuring that governance is embedded and managing stakeholders, (c) to
focus on the process and collaboration versus the technology. (3) Need to deliver
value to the business: to get past the start phase of digital transformation and
continue to structure and scale, you must demonstrate how your digital
transformation projects deliver value to the business. One way to do this is to
 celebrate the success of your first project. Every significant change starts small, and
with success, grows. This is why it is so vital to pick the right first digital transformation
project. You want your first successful project to be a catalyst for additional projects.
People like to be associated with success, and when they see it, they will quickly want
to be a part of it. If you can deliver benefits to the business that make the CEO and
CFO happy, you can win their hearts and future investment.
31. The Digital Capability ModelTM (TDCM) DX framework by Jace An scored 86.93%;
Cross-industry focus; gained a lower score than expected due to its focus on
marketing and sales. In his book, titled "77 Building Blocks of Digital Transformation",
Jac cited that The Digital Capability Model is (a) comprehensive in scope (b) best
suited for those who desire to have a broad understanding of the entire scope of
digital capabilities and (c) want to use a holistic approach to improve the
performance of their digital business. Jac also defines a digital capability as "an
organizational capacity and ability to produce the intended business outcome in the
digital space by combining process, people, and technology elements in a way that
is unique to each organization. However, based on my review and search, I found out
that the TDCM framework (a) is used to diagnose and design business capabilities
required for digital business transformation, (b) is heavily focusing on the operational
areas of marketing and sales, (c) most digital capabilities mentioned in the framework
are aligned with customer journeys toward purchasing, and (d) the digital capabilities
mentioned in the framework are relevant to many different marketing approaches.
32. Open-ROADS Community developed two frameworks. The Open Digital Maturity
Model (ODMM) is an assessment tool that benchmarks an organization's current digital
maturity level against its own digital transformation goals and the performance of
best-in-class organizations. The other one is Digital Mastermind, a holistic framework for
navigating the digital transformation journey. Open-ROADS Community created the
Digital Mastermind to enable organizations to plan and execute their entire
transformation journey, adopting a "vision for growth, identify a scenario, start small,
think big, and scale fast" strategy. It helps benchmark an organization's current digital
maturity and provides a step-by-step guide to defining objectives, strategy,
operations, and the time and investment needed to complete the transformation. The
combined analysis of both Open-ROADS's frameworks scored the highest among all
frameworks scored 94.22%; Cross-industry focus.

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