edX

Tec de Monterrey
Course: Digital Transformation
Title: Digital Competencies

INDIVIDUAL PEER ASSESSMENT PRACTICE

Introduction:

This is a report concerning my entrepreneurship ABC Tech (I will use a fictious name) which I started back
in 2021. It’s still a small business, focused on delivering software development services in Peru’s market.
Our target client is a company that is going thru a digital transformation and is in need of additional
development and engineering capacity. Our business goal is to grow the company by leveraging business
models, service quality and technology. Current annual revenue is US$400K, with contracts in ongoing
projects.

Current state, Desired state, existing Gap and How to develop each of 11 digital competencies:
# Digital competency Current state Desired state Gap How to develop
in my role as the general
as an organization, to have a Developing an agile culture as
manager, I do believe I have a I believe we need to work
dynamic mindset, a team. Currently, we have 1-
clear vision of technological even closer as a cohesive
continuously evolving and 1 meetings on a weekly basis
Have a clear vision of waves, but this software team, regardless of a physical
1 making all efforts to be up to to manage any issue that
technological waves. development industry we are distance. This is part of the
date to new technological arises inside the company. I
in, changes so fast that any culture we are still working
waves. To have this capacity believe we need to continue
vision might suddenly change on.
in our DNA. working in that direction.
in a few days.
I consider we have already
keeping an entrepenour
The leader must develop the integrated the operation in
thinking, costs down, slim
ability to integrate the the short term, having a long
continue operating as we company, outsourcing all
2 operation in the short term, term vision. The company no relevant gaps.
currently are. activities that are not core to
but with a long-term business started small with a grow
the business. Scale up our
vision. mindset and having the
model.
mission and vision clear.
It will be essential to currently, our services delivery
distinguish between the model is working in full keeping and improving our
current processes and remote mode, with cloud continue operating as we delivery model (processes) in
3 no relevant gaps.
products, and how to evolve based tools, and currently are. a continous improvement
them into a new era of digital communications with cycle.
economy. collaboration capabilities.
as stated before, we as an
the leader must have an
organization were born
ability to evaluate the
already digital (post keeping and improving our
transformation cost and
pandemic). Therefore, we continue operating as we delivery model (processes) in
4 define how to guide the no relevant gaps.
already deliver our services currently are. a continous improvement
organization within the new
remotely and leveraging all cycle, keeping all costs down.
types of markets, customers
kind of tools online available
and interactions.
today.
we do have measurements of
the organization and its
scale, scope, timing and speed Take these measurements to
projects must have clear and have these measurements as work in detail with
of our core business (services the next level: implement
5 precise measurements of the part of our daily routine and appropriate tools in order to
delivery). We know how much them as part of our
following key concepts: scale, activities. achive this goal.
each of them affect our methodology.
scope, timing and speed
performance with our clients.
The leader must know how to
present his/ her digital route
as mentioned before, we are
and evaluate the cost benefit
currently using techonological keeping and improving our
of different technologies, thus
tools, in most part chosen continue operating as we delivery model (processes) in
6 distinguishing which no relevant gaps.
directly by our enginners to currently are. a continous improvement
technologies will be adequate
convey their tasks. Our digital cycle, keeping all costs down.
and relevant according to the
route is clear.
business model and defined
strategy.
currently, we are not using
to have an integrated data
design, integration and data analysis to make
management system capable leveraging know-how from
analysis, and strategic use of decisions, since our business implement a data
7 to analize strategic data and our engineers on the field, to
data management, referring model (services outsourced to management system
yield results that add value to build one integrated system.
to business intelligence clients' projects) happen in
the operation.
clients environments.
currently, we are not using
to have an integrated data
He must prepare the Company data analysis to make
management system capable leveraging know-how from
for data integration as well as decisions, since our business implement a data
8 to analize strategic data and our engineers on the field, to
new technologies, such as the model (services outsourced to management system
yield results that add value to build one integrated system.
internet of things. clients' projects) happen in
the operation.
clients environments.
fortunately, we are a very
Simultaneously, he must have young company, and since the
the ability to design the day we started our operation, keeping, improving and
organization of the future. For we have kept our core revising our business model in
this, he must separate the business to the minimum continue operating as we a continous improvement
9 no relevant gaps.
processes carried out within possible. Absolutely all non- currently are. cycle, keeping all costs down
the Company and the ones core business is outsourced as while being agile and respond
that can be handled by a third opex based taking services fast.
party. from 3rd party shared service
centers.
In the new digital era, it will we need to assess the need to
we do not have an interaction
10 be essential to interact with be interact in the near to mid no relevant information. to have this topic in agenda.
with the outside world.
intelligent societies and cities future with society or cities.
we understand an
organization as the sum of all
employees. Thus, the soft
skills of the organization is of formal training, workshops
soft competencies will
their employees. We have to have at least 80% of the and other activities to make
become even more relevant,
different levels of soft employees developed in soft sure all employees know how to put this topic in agenda, to
including self and group
11 competencies across the skills, and recognized by their to manage themselves convey an assessment by
resiliency, the ability to cross-
company. We have received peers internal and external as including resiliency, assertive 1Q2024.
communicate, and negotiate
excellent feedback about well. communication, negotiation
with different actors
some of them and also some and accountability.
improvement needed from
others. I would rate we are
50/50.