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Digital workplace maturity assessment

How mature is your organization’s digital workplace? What progress has already been made, and what priorities should be set for the future? Discover the answers with our concise and effective Digital Workplace Maturity Assessment.

Optimize your digital workplace strategy

Gain valuable insights and recommendations with the Cegeka Microsoft 365 Maturity Model.

In just twenty questions, we assess the key aspects of your digital workplace. You’ll receive a clear overview of your current maturity level, along with concrete next steps to help you progress to the next stage, whether that means enhancing collaboration, boosting productivity, improving the employee experience, or addressing other critical areas of digital workplace maturity.

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Mini Assessment

1 / 20

Question 1 How defined is your digital workplace strategy?

Strategy does not exist or is ad hoc.

Strategy is focused on IT operational fitness and modernizing IT services.

Strategy is focused on enabling new ways of work and training employees on new productivity tools.

Strategy is focused on empowering the workforce to embrace new ways of work and better reflects business value and employee experience.

Strategy includes a structured approach to workforce digital dexterity and expands to include personal and team growth.

2 / 20

Question 2 What is the relationship between the digital workplace and the organization's overall strategy?

Digital workplace is not considered in the organization's overall strategy.

Digital workplace is part of the overall IT strategy and occasionally included in strategies of other departments.

Digital workplace reaches out to various business units and executives to better align with business priorities.

Digital workplace is part of the organization's overall strategy and is supported and informed by other business units.

Digital workplace is core to the organization's health, growth, and transformation strategies and goals.

3 / 20

Question 3 How does the digital workplace support improvements to employee experience?

There is no direct link to employee experience.

Minor improvements to employee experience as new technology and services are added to support use cases.

Employee experience improvements are supported by a new focus on DEX and implementation of tools that reduce digital friction.

Employee experience is a major concentration as the DW focuses on business value, partnerships, and DEX.

The DW and DEX are recognized by HR and others as a core part of the overall employee experience.

4 / 20

Question 4 How does the digital workplace support a permanently hybrid or remote workforce?

There is no direct link to hybrid or remote work.

Basic services and system management are extended to remote workers but still depend on connectivity to the company network (VPN).

New investments in cloud-based tools and IT skill enhancements focus on providing secure, stable, and continuously improved technology.

Investments that support a permanently hybrid or remote workforce are given greater priority.

All investments assume or directly support a permanently hybrid or remote workforce.

5 / 20

Question 5 How does the digital workplace help reduce cybersecurity risk?

Common endpoint builds and operating system patching.

Endpoint discovery and consolidation of endpoint management tools.

Automated OS and third-party patching and desired state configuration management.

Zero-trust approach with continuous assessment and dynamic policies.

Inclusion of SaaS management tools and skills to manage SaaS lifecycle and security.

6 / 20

Question 6 What is the primary charter of the digital workplace?

Transactional - Primarily focused on technology and activity throughput, backlog prevention, and cost containment.

Services - Consistent and measurable service offerings with basic process improvements.

Operational Excellence - Technology management and processes become disciplines.

Experience, Value, and Partnerships - Pivot to DEX and business value is complete.

Driving Digital Business Value and Leadership - Collaborate with business technologists in fusion teams to drive digital business transformation and innovation.

7 / 20

Question 7 Are digital workplace business outcomes measured?

Business outcomes are not measured

Limited to IT service activity throughput and CSAT

Include IT service activity efficiency and DEX scores

Matured to include persona-based DEX scores and technology utilization

Include the DW's impact on employee engagement, wellbeing, and retention

8 / 20

Question 8 What is the CIO and the Board's role in promoting and supporting the digital workplace?

Little to no visibility to or promotion from the CIO or Board

Visibility generally limited to VIP support offered by DW and investigations related to major incidents

CIO and board are aware of Digital Workplace's impact on ensuring remote and frontline worker productivity

Emphasis on DEX, partnerships, and value elevates visibility to the CIO, the board, and the rest of company leadership

CIO and Board empower Digital Workplace to provide the necessary digital capabilities and drive increased digital dexterity

9 / 20

Question 9 How well do IT colleagues support digital workplace initiatives?

IT colleagues are not involved.

Other IT colleagues are reactively involved to solve problems or when they need help deploying new technology.

Active collaboration with Security, Infrastructure, and Applications colleagues.

Active collaboration with Security, Infrastructure, Applications, PMO, and Enterprise Architecture colleagues.

All IT colleagues actively participate in DW initiatives and are committed to improving DEX

10 / 20

Question 10 How well do non-IT peers (HR, Comms, LoB leaders) support digital workplace initiatives?

Non-IT peers are not involved.

Situational involvement from Facilities, HR, and some LoB peers.

More frequent involvement from Facilities, HR, Legal, Corporate Comms, and some LoB peers.

Programmatic and continuous involvement from Facilities, HR, Legal, Corporate Comms, Digital Champions, LoB Peers, L&D, and OCM.

Broad involvement from all leadership and most employees.

11 / 20

Question 11 What is your organization's approach to innovation and continuous improvement within the Digital Workplace?

Innovation efforts are sporadic and lack structure.

Innovation is limited to specific teams or projects.

The organization has a formal approach to innovation, with clear goals and objectives.

Innovation is a key strategic priority and is integrated into the organization's overall strategy.

The organization fosters a culture of continuous improvement and innovation, with dedicated resources and leadership support.

12 / 20

Question 12 How does your organization manage support in the digital workplace?

Support is provided on an as-needed basis, with no formal processes in place.

There are some established support processes, but they are not consistently applied across the organization.

Support processes are well-documented and consistently followed.

The organization has a robust support structure that is continuously monitored and improved.

Support processes are fully optimized and aligned with the organization's business objectives.

13 / 20

Question 13 How does your organization integrate security and compliance with innovation and continuous improvement in the digital workplace?

Security and compliance measures are very basic with minimal integration into innovation processes. Continuous improvement is not a priority.

Some security and compliance processes are established, but not consistently applied across the organization. Innovation efforts are limited and not systematically aligned with security practices.

Security and compliance processes are well-documented and consistently followed. Formal approach to innovation, with clear goals and objectives including security considerations

Robust security and compliance structure continuously monitored and improved. Innovation is a key strategic priority integrated into the organization's overall strategy, including security measures

Security and compliance processes fully optimized and aligned with business objectives. Organization fosters a culture of continuous improvement and innovation, with dedicated resources and leadership support, ensuring security is an integral part of all innovation initiatives

14 / 20

Question 14 How does your organization structure its digital workplace teams?

Teams are highly distributed and operate in functional silos, reporting to various departments or IT operations.

Functions are starting to merge into services, with less distributed reporting, primarily to IT operations.

All functions are merged and report to infrastructure and operations.

The digital workplace evolves, reporting increasingly to C-level executives.

A single, unified digital workplace organization reports directly to C-level executives.

15 / 20

Question 15 What skills are emphasized in your organization's digital workplace teams?

Deploying, supporting, managing, and protecting endpoint devices and apps.

Discovering and managing modern endpoint devices and apps.

Employee engagement, IT asset management, proactive problem management, and integration with security tools.

Employee enablement, UX design, process engineering, and advanced security integration.

RPA, no-code development, process mining, behavioural science, and workstyle analytics.

16 / 20

Question 16 What roles are present in your organization's digital workplace teams?

Basic team with basic roles like: IT services leader, desktop engineer, enterprise mobility engineer, desktop support, help desk, audio/visual support.

Smaller team with basic roles like: end-user services leader, VIP and walk-up support, messaging engineer, ITIL process leaders, major incident manager, knowledge manager.

Medium team with more specified roles like: digital workplace engineer, ITAM and SAM analyst, release coordinator, product manager, DEX engineer.

Advanced team with specific roles like: digital workplace leader, SaaS management engineer, digital adoption analyst, workplace enablement, workplace governance, enablement agents, digital influencers, automation engineer

Extended team with specific roles like: fusion team coordinator, scrum master, behavioural and data science, business technologists, ESG and DEI experts

17 / 20

Question 17 How formalized is the security and compliance governance for your digital workplace?

There are no defined policies, processes or dedicated roles in place.

A few basic policies and/or guidelines might exist and certain people address issues, but processes are not standardized across the organization.

The organization has established clear policies, procedures, and assigned responsibilities for security and compliance management. Governance processes are followed with a focus on standardization and consistency across departments.

Security and compliance oversight is formalized. Policies are not only in place but enforcement is tracked with metrics or audits. The governance process is more proactive, adapting as needed to new threats or regulations, and there is broad awareness and support from management for security initiatives.

The governance framework is not only well-established but also continuously refined based on lessons learned, with a strong emphasis on proactive risk management and alignment with industry best practices. Security/compliance is viewed as a business enabler.

18 / 20

Question 18 How does your organization ensure compliance with regulatory requirements (e.g. GDPR) in its digital workplace?

The organization has no formal policies or dedicated roles for ensuring compliance with regulatory requirements.

Basic policies or guidelines exist, but they are not standardized across the organization. Some security controls are implemented, but they are applied inconsistently. There is a lack of regular audits or metrics to ensure compliance.

Clear policies, procedures, and assigned responsibilities for security and compliance management. Governance processes are standardized and consistent across departments. Regular audits and metrics monitor compliance.

Formalized security and compliance oversight with a governance committee or designated officer. Policies are enforced with metrics or audits, and the governance process is proactive. Regular training and awareness programs ensure all employees understand their roles in maintaining compliance.

Continuously refined governance framework with a strong emphasis on proactive risk management and alignment with industry best practices. Security and compliance are viewed as business enablers. Advanced tools and technologies automate compliance monitoring and reporting, ensuring real-time adherence to regulatory requirements.

19 / 20

Question 19 How does your organization secure it’s data?

Overall, securing data is inconsistent and left to individual efforts, resulting in significant gaps.There is little to no organization-wide strategy for protecting data.

There’s a growing awareness of data security needs and a few practices are routine, yet these practices vary by department and often rely on personal diligence rather than a unified approach.

Clear policies and procedures are in place. Security controls like encryption and access control are consistently implemented across departments, aligning with industry regulations and best practices. Data security is an organizational priority with formal guidance.

The organization has a dedicated structure overseeing data protection. Security measures are integrated into business processes. The focus is on preventive measures. The data security program is continuously reviewed and improved, adapting to new threats and regulations.

Protecting data is seen as everyone’s responsibility and is aligned with the organization’s business objectives. The organization regularly updates its data protection strategies to leverage the latest technologies and respond to evolving risks. Data security is a competitive advantage and a well-oiled, continuously evolving program.

20 / 20

Question 20 How does your organization promote security and compliance awareness among employees?

Employees may receive occasional emails or memos about security, but there is no consistent or comprehensive training program.

Some awareness activities are in place, such as periodic training sessions or newsletters, but they are not standardized across the organization. There is a growing awareness of the need for security and compliance, but efforts are still largely reactive.

Awareness programs are well-defined and documented, with a focus on standardization and consistency across departments. Regular training sessions and awareness campaigns are conducted to ensure employees understand their roles in maintaining security and compliance.

Awareness activities are integrated into the organization with a focus on proactive measures rather than reactive ones. The organization uses advanced tools and techniques to engage employees.

 Security and compliance awareness is viewed as a business enabler, and every employee understands their role in upholding security policies as part of the company’s ethos.

Level 1 - Initial

Level 2 - Repeatable

Level 3 - Defined

Level 4 - Capable

Level 5 - Efficient

[Call To Action]

Advancing your level

To successfully advance from one level of maturity to the next within your digital workplace strategy, organizations should focus on the following key points.

From 1 (initial) to 2 (repeatable)

Establish basic structure: Move away from individual initiatives to a more organized approach, ensuring at least some training and support are introduced.

Promote awareness: Begin fostering understanding of the tools’ value across the organization.

Encourage consistent use: Motivate users to adopt business productivity tools more reliably.

Lay the foundation for change management: Initiate efforts to overcome resistance and prepare users for more sustained engagement.

As every organisation is unique, some outcomes described may not reflect your specific situation. For tailored guidance and a customised approach, it is advisable to contact a Cegeka representative.

Advancing your level

To successfully advance from one level of maturity to the next within your digital workplace strategy, organizations should focus on the following key points.

From 2 (repeatable) to 3 (defined)

Standardize training and support: Develop and implement documented policies and procedures for user engagement, training, and support.

Strengthen alignment: Ensure IT and business units are working towards common goals and understanding each other's needs.

Improve user proficiency: Invest in comprehensive training programs to enhance users’ skills and confidence.

Measure engagement: Begin regular assessment of user engagement and tool usage to inform ongoing improvements.

As every organisation is unique, some outcomes described may not reflect your specific situation. For tailored guidance and a customised approach, it is advisable to contact a Cegeka representative.

Advancing your level

To successfully advance from one level of maturity to the next within your digital workplace strategy, organizations should focus on the following key points.

From 3 (defined) to 4 (capable)

Continuous improvement: Make user engagement strategy an actively managed process, with feedback loops and adaptation.

Empower users: Encourage users not just to use tools, but to optimize their usage and contribute ideas for improvement.

Foster collaboration: Build a culture where sharing best practices and working together are valued and commonplace.

Integrate business goals: Ensure tools and training directly support strategic business objectives and measurable outcomes.

As every organisation is unique, some outcomes described may not reflect your specific situation. For tailored guidance and a customised approach, it is advisable to contact a Cegeka representative.

Advancing your level

To successfully advance from one level of maturity to the next within your digital workplace strategy, organizations should focus on the following key points.

From 4 (capable) to 5 (efficient)

Optimize and innovate: Cultivate an environment in which users are not only highly skilled but also actively seek new ways to innovate and improve processes.

Full alignment: Maintain a strong connection between technology initiatives and the organization’s overall business goals.

Lead with culture: Embed collaboration, productivity, and continuous improvement as core values within the organizational culture.

Benchmark and share success: Regularly evaluate performance, celebrate achievements, and share insights across teams to inspire ongoing advancement.

As every organisation is unique, some outcomes described may not reflect your specific situation. For tailored guidance and a customised approach, it is advisable to contact a Cegeka representative.

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Services

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Knowledge is our backbone

shaping digital together

Digital workplace maturity assessment

Gain valuable insights and recommendations with the Cegeka Microsoft 365 Maturity Model.

Zo los je prestatieproblemen van applicaties proactief op

Ondersteun applicatieontwikkeling met Platform Engineering

Snel weg uit de cloud? Nergens voor nodig, maar dit is wat je wél moet doen

Advancing your level

From 1 (initial) to 2 (repeatable)

Advancing your level

From 2 (repeatable) to 3 (defined)

Advancing your level

From 3 (defined) to 4 (capable)

Advancing your level

From 4 (capable) to 5 (efficient)

Industries

Knowledge is our backbone

shaping digital together

Digital workplace maturity assessment

Gain valuable insights and recommendations with the Cegeka Microsoft 365 Maturity Model.

Zo los je prestatieproblemen van applicaties proactief op

Ondersteun applicatieontwikkeling met Platform Engineering

Snel weg uit de cloud? Nergens voor nodig, maar dit is wat je wél moet doen

Advancing your level

From 1 (initial) to 2 (repeatable)

Advancing your level

From 2 (repeatable) to 3 (defined)

Advancing your level

From 3 (defined) to 4 (capable)

Advancing your level

From 4 (capable) to 5 (efficient)

Gain valuable insights and recommendations with the Cegeka Microsoft 365 Maturity Model.