Maturity · Digital transformation in financial services
Your digital transformation in banking, insurance or asset management, measured by theme and turned into a costed roadmap.
10 themes, a 5-level scale. And the action that moves each level to the next.
The framework’s 10 themes, already written from L1 to L5. One company, one business unit, or 300 at once.
Maturity · Digital transformation in financial services
10 themes, 5-level scale.
Nordhavn Industries
53 / 100
They measure their maturity with Datamensio
An example
This could be your situation.
Take one company as an example: three sites, three spreadsheets, no shared answer.
Nobody can consolidate.
Nordhavn Industries, 2,400 people in Hamburg, Lyon and Porto. A client asks where the group stands. Each site answers in its own spreadsheet, with its own scales.
Three weeks, a single base.
One Datamensio maturity framework, digital transformation in financial services assessment launched across all three sites at once, from the managers’ interview notes. The framework was already written, its 10 themes and levels L1 to L5 too.
Two costs avoided before being committed.
A score of 53 out of 100, with the gap concentrated on three themes. The AI companion spotted that two actions duplicated those of another audit. The committee report took one sentence to request.
What it saved them
- 3sites measured on the same base, instead of three questionnaires to reconcile
- 2duplicate actions caught before the spend
- 1committee report, with no manual rework
These figures are an example. They could be yours.
The standard imposes processes. Datamensio says where you stand.
01
The framework is already written
Themes, questions and levels L1 to L5, all written. You do not start from an empty spreadsheet.
02
The score lands the same day
Online, by self-assessment link or in interview. Theme by theme, comparable over time.
03
The gap becomes a costed plan
Every step up carries its action. The AI prioritises on expected effect, not on the order of the standard.
04
Progress can be demonstrated
Campaign after campaign, against your target and against your own past. That is what your board asks for.
The maturity scale
One level, the next, and the action that links the two.
This mechanism, a level, a higher level, and the action that connects the two, is what turns an observation into a trajectory.
Are digital customer journeys handled end to end, through to back office operations?
- N1
Journeys are not described end to end. The digital front end and processing in operations are designed separately.
- N2
A few priority journeys have been mapped through to the back office, on a project by project basis, with no method shared across business lines.
- N3
The main journeys are mapped using a common format, breaks and manual rework are identified, and an owner is designated for each journey.
- N4
Journeys are instrumented: straight through processing rates, lead times and drop off are tracked by stage and reviewed periodically with the business lines concerned.
- N5
Journey indicators trigger tracked corrective actions, and the journey review feeds into prioritisation of the initiative portfolio.
Action to move from level 2 to level 3
Adopt a single journey mapping format, apply it to the highest volume journeys in each business line, designate an owner for each journey, and put the review of identified breaks on the monthly transformation committee agenda.
« With Datamensio, we meet our objectives far more efficiently. The ERDF inspection services and our supervising ministry particularly appreciated an approach that gives them reliable data. »
Director, CCI 94CCI Île-de-France
« We believe this is the most suitable solution to scale our transformation project and measure impact according to our needs. »
Maja SucekChief Operating Officer, Interreg Danube
Rarely on its own
Frameworks combine. Put several together to cover your business, or have the AI write yours.
Take your first measurement
What this framework covers
The framework covers the capabilities that determine the real progress of a digital transformation programme in a bank, an insurer, a mutual, an asset management firm or a payment institution. It assesses strategy and its translation into a portfolio, end to end customer journeys, the data foundation and how it is used, application architecture and API openness, the working practices of product teams, the legacy system decommissioning trajectory, and the measurement of value created. Each capability is placed on a five level scale inspired by the CMMI method.
In practice, these programmes are hard to steer because activity is visible while progress is not. An institution may have dozens of digital projects under way and still be unable to say where it has genuinely moved forward. Have redesigned journeys been reworked through to the back office, or only as far as the subscription screen? Is customer data shared across business lines, or rebuilt by each of them from its own extracts? Does the transformation budget fund lasting capabilities, or the upkeep of what was delivered the previous year? Without a common scale, the answer depends on who you ask.
One piece of context is now shaping these trajectories: financial data is moving around more freely. Open banking under PSD2 is extending into broader financial data sharing, the digital euro is in preparation, and instant payments are becoming the norm. These are not standalone regulatory projects. They require platform capabilities, service exposure and data quality that many institutions still handle project by project. The assessment separates what amounts to a one off delivery from what amounts to an established capability.
A common confusion is worth clearing up: measuring digital maturity is not measuring how well equipped you are. The number of tools deployed, data platforms in place or artificial intelligence use cases in production says nothing about the level of mastery. The assessment does not ask whether a practice exists but at what level it is held: ad hoc, documented, embedded, driven by indicators, reviewed. Each level maps to the action that moves you to the next one, and that action is what feeds the roadmap.
The framework is ready to use and you can adapt it. Datamensio’s AI adjusts the themes, rewrites questions in your institution’s own vocabulary and refines the levels, or builds a bespoke version from your own scoping documents. Assessments carried out across several business units can be compared with each other and over time, and the AI groups the gaps into a prioritised roadmap rather than a list of isolated actions.
Reference standard: Datamensio maturity framework, digital transformation in financial services
The themes assessed
Digital strategy and portfolio
Existence of a formalised trajectory, translation into a portfolio of initiatives, prioritisation criteria, alignment with the strategic plan, how transformation is funded.
Customer experience and journeys
Mapping of end to end journeys, straight through processing rate, remote onboarding, continuity between digital channels, branches and contact centres, satisfaction measurement by journey.
Data and analytics
Data governance and ownership, single customer view, quality and traceability, distribution foundation, use of analytics in commercial and management decisions.
Artificial intelligence and automation
Selection and prioritisation of use cases, moving from experimentation to production, back office process automation, model governance and human oversight.
Architecture, technical foundation and legacy systems
Modularity of the architecture, service exposure through APIs, share of legacy systems in changes delivered, decommissioning trajectory, cloud adoption and technical debt management.
Operating model and ways of working
Organisation into lasting product teams, alignment between business and IT, release cadence, decision making autonomy, role of the business sponsor.
Ecosystem, open banking and partnerships
Exposing and consuming third party services, integration of fintech partners, distribution through external channels, contractual and operational management of dependencies.
Security, risk and regulatory control of projects
Security and resilience requirements considered from the design stage, IT outsourcing risk management, alignment between digital workstreams and sector obligations.
Skills, culture and change management
Mapping of digital and data skills, upskilling plan, adoption by the network and business lines, change support arrangements.
Value measurement and steering
Outcome indicators by initiative, benefits tracking after go live, comparison across business units, periodic review of the trajectory and discontinuation of initiatives with no measurable effect.
A short version of the framework is available for the online self-assessment.
Frequently asked questions
Does this assessment lead to a certification?
No, and that is not its purpose. Digital transformation is not a certifiable field: no body issues a label for it. The framework measures a maturity level and produces a score by theme along with the corresponding action plan.
How does this differ from a traditional IT audit?
An audit checks whether arrangements are in place and concludes with findings. The assessment places each capability on a progressive scale and identifies the action that moves it to the next level. The result is a costed trajectory, not a findings report.
How long does the assessment take?
The short version takes 20 to 30 minutes per respondent to complete. The full version, run collaboratively with the business, IT and data teams, typically spans one to two weeks, most of the time going into gathering input from the different teams.
Can the framework be adapted to our business?
Yes. Retail banking, insurance, asset management and payments do not share the same priorities. You can amend the themes, questions and levels, and the AI can build a bespoke version from your scoping documents. You retain full control of the framework.
Can several entities in the group be compared?
Yes. Assessments carried out on the same framework can be compared across business units and against previous campaigns. Gaps identified across several entities can be consolidated into a single cross group roadmap, avoiding funding the same action ten times over.
How is the action plan costed?
Every gap between the observed level and the target level generates an action. The service catalogue matches a solution to each action, with its cost, timeframe and expected impact on the score. Trade offs are then made on comparable terms.
Who should answer the questions?
The questions cover steering and organisational practices, not technical configurations. A transformation director can answer most of them, assigning certain questions to a data, architecture or operations contact through the collaborative mode.
Where is the data hosted?
In France, with OVH, with backup at Scaleway. No transfer outside the European Union. The AI models used can be selected, including from European providers.