I think you have covered all the steps at a high level. How does one know whether a strategy was successful or not? Perhaps a sixth step is the post-implementation assessment. Also, as a first step, it might be helpful to assess whether an organization is technology savvy, has passion, or is open-minded and interested in embracing digital strategies. You have probably covered these aspects in your first step.

You have a fairly complete list. I might just suggest to assess the level of technical/cultural maturity of the organization, since this will somehow determine the depth of your strategy.

I will add parallel to Enzo's suggestion, profiling the top management where such a strategy is to implemented and forming a champion team to fortify all the steps suggested, and maybe use the balanced score card approach to quantify results.

You fairly covered important aspects so far. Would you please let me know about  the purpose, context regarding digital strategy you intend to develop. It may help me to suggest you some readings.

Rahat, this would be a digital strategy for a multilateral development bank, meaning, an institution (created by a group of countries) that provides financing and professional advice to developing countries. The digital strategy would need to serve internal and external needs. I suspect that knowledge platforms and applications would come to play an increasingly greater role.

What about something more radical. Pick a date in the future, say 2020, and envision how departments in the company may be using technology to undertake their work on that date. These would be general use cases, so for finance it's perhaps raise a purchase order, for HR it could be look for a new employee, for companies selling consumer products it could be new customer purchasing interactions. Paint these use cases in a detailed way and then play them back to the business. If any of them resonate, then you now have a future state to aim for. You know where you are going now (the objective), you just have to figure out how to get there...that's the strategy.

Thank you, Paul. A clear and powerful vision of the future can certainly help find common ground for constructive action and enlist commitment in support of that. An article on a related system-wide strategic planning tool is at http://www.adb.org/publications/future-search-conferencing.

Olivier, While covering off the points raised in your question and above responses, it may enhance the consultative quality and value of your strategy by using a reflective Action Research approach (Kurt Lewin) and/or collaborative Action Learning approach (Reg Revans).  That may uncover other aspects not envisaged at the outset, while simultaneously gaining political/organisation buy-in as the strategy evolves.  Both approaches are academically well documented and have proven value in the practitioner workplace setting. 

you need first of all to assess the basic windows that lead to he hall o the strategy:

1- the mission, vision and the goals of the organization

2- the human factor:  the individuals' attitude and readiness to respond when collecting and implementing the strategy

3- the technological infrastructure

4- the procedural flow of information and knowledge (skills, experience, expertise, ...) in the organization

the insight study of these components will lead you to better understanding when plan for digital strategy

Some points I would add to the vastly detailed suggestions above are - how would you sustain the initiatives, strategy, measure ROI and govern the changes.

I found these readings very helpful - http://www.andreavascellari.com/2013/09/adaptive-digital-strategy-framework/#.VHrFtzE7Nqg

http://www.andreavascellari.com/2013/10/digital-governance-temporary-decentralization-model/?utm_content=buffera58b5&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer#utm_source=feedly&utm_reader=feedly

What about using currently available (open source) tools to assist in developing this strategy - http://www.enterprise-architecture.org/about?

We are using approaches like the The Strategic Alignment Model of Henderson and Venkatraman, the business modell development approach of Daniel Schallmo which also supports digital strategy viewpoints.

Dear Matthias, could you share with us success pointers of the strategy used?

Appreciated

Of course – in line with Naeema our procedures started with (vision, mission) goal definitions. In our opinion a strategy serves as a mediator between goals and their realization, e.g. in terms of action catalog packages* of measures with objectives or business models paying attention to other elements such as Directive, Values, Constraints, and Drivers. All of these elements should be specified in terms of scoring tables*, customer monitors*, macro-micro environment analysis*, impact-factor portfolio analysis*, technology screenings* or trend analysis* within the branch/industry.

In reference to the coherence of goals and strategies derived from these there is a premonition that an extensive influence on the different levels of the Business Architecture Framework altogether exists. Consequently, our goals of an enterprise and strategies applied in order to reach respective goals must define additional Business Architecture structures including e.g. business model that characterizes value-added chains*, involved stakeholders*, core assets *or the operation model*. Moreover, target states will be elaborated and shaped with the aid of project proposals. In accordance with the portfolio management*, these project proposals are evaluated in clusters* and individually selected for implementation. Consequently, a certain effort and basic challenges in the process of strategy formulation need to be effectively and efficiently handled by applying specific approaches of strategy development (mentioned above).

In addition and complementary to the measures above, we are working on a capability management* approach that should support enterprises’ strategy management by identifying, structuring and evaluating of its different capability types (i.e. business capabilities, EAM capabilities or IT capabilities). In my opinion the management of holistic capabilities inside an organization provides the basis for creating a representative project portfolio in the context of strategy analysis, formulation implementation and controlling

*success pointers

Matthias, looks like a comprehensive management system and I feel it is larger in scope than the Balanced Score Card. To what extent you created proprietary models to complement the parts you mentioned? Did the team responsible for such an implementation seek consultants' help?

Thanks again for your extensive contribution here.