Digital

Kati Price; Dafydd James, Issue 119/01, 01.01.2019
Reaching digital maturity
A year ago, we set out to explore the changing structures and relationships that digital teams have within cultural institutions. We surveyed 56 organisations across the globe, following up with a series of interviews to understand how digital leaders are redefining the role of their teams.  

To help us understand and define digital success, we explored the concept of digital maturity, which involves “adapting the organisation to compete effectively in a digital environment”.

Digital maturity is a useful lens through which to explore digital success because sustainable success can only be achieved when an organisation is actively pursuing ways for digital technology to support its mission.
 
Organisations that are more digitally mature will have defined a digital vision, with a plan to get there, and won’t be afraid to experiment with emerging digital technologies. Digital maturity involves understanding and identifying how digital will help with business transformation and knowing what skills are needed to support this process.

Our study revealed that the overall digital maturity of an organisation is related to team structures and the governance of digital activity – that digital teams are part of a shifting culture, rather than a permanent structural fixture.

But it’s only when we tackle a persistent underinvestment in critical skills (like data analysis and technical leadership), a lack of a well articulated, well communicated digital vision, and inadequate funding, that we will realise the digital ambitions of our institutions.  
 
Kati Price is the head of digital media and publishing at the Victoria and Albert Museum. Dafydd James is the head of digital media at Amgueddfa Cymru (National Museum Wales)

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