Digital Transformation Roadmap
Assesses if the organization has a strategic, board-approved plan for using technology to improve efficiency, scale impact, and better serve beneficiaries. It ensures digital initiatives are governed effectively, deliver value for money (avoiding isrāf), and manage risks (data, cyber, exclusion) proactively. Embracing innovation aligns with maslahah mursalah (unrestricted public interest) to maximize societal benefit. Furthermore, safeguarding digital assets and beneficiary data fulfills the duty of amanah (trust) and hifz al-mal (preservation of wealth) within the maqasid (higher objectives) framework.
| Metric | Digital Transformation Outcomes Scorecard |
|---|---|
| Target | CSAT ≥80%; 100% Cyber Essentials; >70% Projects on track |
| Frequency | Quarterly |
| Method | Composite score including: 1. Beneficiary CSAT (Survey), 2. Cycle Time (Process logs), 3. Project Health (PMO data), 4. Security (Cyber Essentials), 5. Accessibility (Audit). |
| Unit | Scorecard |
Level 1: Initial/Ad-hoc
Ad-hoc Technology Use: Technology is used reactively for basic operational needs. No digital strategy; IT is viewed as a cost center. No formal cyber hygiene baseline.
Level 2: Developing
Siloed Initiatives: Departments run isolated projects. No overarching strategy, budget, or data governance, leading to fragmentation and potential duplication (Isrāf).
Level 3: Established
Formal Roadmap in Place: A documented roadmap exists with initial data inventory, high-level architecture, and a benefits realisation plan. It is approved by leadership but may lack consistent delivery governance or detailed stage gates.
Level 4: Advanced
Managed Implementation: Roadmap is actively governed with formal stage gates (discovery/alpha/rollout). Mandatory DPIAs, supplier due diligence, and service acceptance criteria are enforced. Progress is tracked quarterly against defined KPIs.
Level 5: Optimizing
Strategic & Innovative: Digital transformation is embedded in culture. Portfolio is optimised based on outcomes and risk. The organization systematically innovates (Maṣlaḥah), demonstrates Itqān (mastery) via rigorous testing/accessibility, and shares learnings with the sector.
Organisation Types
By Organisation Size
| Size | Applicability | Notes |
|---|---|---|
| Micro | exempt | Disproportionate for volunteer-run groups; formal roadmaps and benefits realisation trackers are unnecessary. |
| Small | optional | A simple digital plan is useful, but a formal 12-36 month roadmap and strict benefits tracker is disproportionate. |
| Medium | partial | Requires a scaled-down digital plan and budget, but formal benefits realisation tracking and dedicated governance leads may be too heavy. |
| Large | full | |
| Major | full |
Applicable When
- The organization aims to improve efficiency.
- The organization seeks to scale its impact.
- The organization wants to better serve its beneficiaries.
Not Applicable When
- Not applicable only where the organisation has no meaningful digital processing beyond basic communications and holds no personal/special category data. In such cases, a proportionate 'lightweight roadmap' (1-page plan + risk controls) is still expected.
Related Criteria
Discussion (1)
📋 **Version updated: 1.0.0 → 2.9.7** **Changes:** Updated islamic_references from mizan-297.json
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