Digital Maturity Assessment Research Articles

Measuring the Digital Maturity of Organisations in the People Care Sector

This study focuses on the organisations in the people care sector (OPCs), encompassing a broad spectrum of activities ranging from essential healthcare services to various aspects of daily living support. Sustainability in OPCs encompasses multiple dimensions aimed at ensuring the long-term viability, efficiency, and effectiveness of services provided to vulnerable populations. Given the critical role of digital technologies in enhancing the operational efficiency within such organisations and their sustainability, it becomes imperative to gauge their digital maturity levels. To establish a robust framework for assessing the digital maturity of OPCs, we identified 29 factors grouped into five clusters that encapsulate various dimensions of digital readiness that directly influence the sustainability of OPCs. We employed the SNAP methodology to ascertain the relative significance of these factors and clusters. Furthermore, each factor was articulated through the lens of digital maturity using the rubrics approach, offering a nuanced understanding of the OPCs’ digital readiness across four distinct levels. Experts from the people care sector, IT, and multi-criteria decision-making contributed invaluable input during the instrument’s development phase. Theoretical validation of the instrument involved focus group discussions with domain experts, while practical validation entailed applying the instrument to real-world case studies. The instrument enables OPCs to assess their digital maturity levels, providing valuable strategic planning and decision-making insights. Furthermore, the instrument can serve as a roadmap for identifying areas ripe for digital transformation and weak points, facilitating continuous improvement and future readiness. The quantification of the digital maturity of the OPC enables the OPCs to rank at the cluster maturity level and overall maturity level. Overall, this instrument represents a significant step towards enhancing digital maturity assessment within the OPC sector, contributing to its evolution and adaptation in the digital age, and enabling the OPCs’ sustainability.

Business development management tools in the digital economy

The peculiarities of the digital environment, which contribute to the rapid growth of instability in enterprises' activities, are highlighted. The need to refine certain aspects and tools of traditional strategic planning is substantiated. The essence of digital transformation as a strategic process of business change—based on client-centric principles, systemic innovation, business model adaptation, active data usage, and competency development—is defined. The problems facing Ukrainian companies in digital transformation are highlighted, including insufficient strategy development, organizational culture misalignment with necessary changes, a shortage of digital skills, outdated technologies, lack of coordination between old and new technologies, and the high costs of implementing innovations. The approach to the digital transformation strategy is viewed as a tool for setting priorities that provides businesses with competitive advantages in rapidly changing markets through the application of digital technologies to solve new business challenges. Potential directions for ensuring the flexibility of a digital strategy are highlighted, such as developing partnerships and cooperation, utilizing big data analysis and predictive analytics for real-time decision-making, and employing flexible technologies for both implementation and strategy development. A hypothesis about the feasibility of developing a minimally viable strategy is proposed. As an additional method for increasing the flexibility of the digital transformation strategy, a modular structure for its design is proposed, based on the concept of business architecture, establishing a close connection between enterprise strategy, business model, and IT architecture. A brief overview of digital business models is provided, indicating that ecosystem-type business models, including digital platforms, are the most successful in the digital environment. The stages of digital transformation are outlined, and additional tools for their implementation are considered, such as digital maturity assessment models, a system of key indicators, and a digital transformation road map. A generalized structure of the toolkit for strategic management of business development in the digital environment is proposed, particularly aligned with the stages of digital transformation implementation.

Digital Maturity Assessment Model (DMAM): assimilation of Design Science Research (DSR) and Capability Maturity Model Integration (CMMI)

PurposeThis study introduces the Digital Maturity Assessment Model (DMAM), a model tailored to assess the digital maturity of SMEs, tracing its development from addressing business challenges to establishing a comparative analysis framework grounded in Resource Dependence Theory (RDT).Design/methodology/approachDMAM is based on positivist philosophy and objectivist epistemology, supported by Design Science Research (DSR) and Capability Maturity Model Integration (CMMI). The methodology involves iterative development, from problem identification to creating a practical solution for assessing SMEs' digital maturity and guiding digitalization efforts.FindingsDMAM offers a clear and specific methodology, distinguishing itself by addressing the unique needs of SMEs, particularly resource-dependent ones. The model’s development fills critical gaps in existing literature and provides a practical artifact for SMEs' digitalization.Originality/valueDMAM is original in its focus on the specific needs of resource-dependent SMEs, offering actionable recommendations and addressing shortcomings in existing models. It serves as a foundational framework for SMEs' digital transformation, making a significant contribution to the digital maturity assessment literature.

A nationwide digital maturity assessment of hospitals – Results from the German DigitalRadar

ObjectivesIn 2019, the German government established the Hospital Future Fund, allocating 4.3 billion Euros, to support investments in the digital infrastructure of hospitals. The DigitalRadar consortium was commissioned by the German Ministry of Health in 2020 to develop a holistic digital maturity model and evaluate the current state of digitalization and the impact of the funding program. To date, the nationwide digitalization of German hospitals has remained a relatively understudied phenomenon. This study aims to address this gap in knowledge by examining the influence of various factors identified by the DigitalRadar maturity model on the digital maturity of hospitals in Germany. In doing so, it seeks to elucidate the implications these findings have for the development of a digital, patient-centred, safe, and high-quality hospital landscape in the country. MethodsThe model was developed through a scoping review of digital maturity models, requirements set forth in the Hospital Future Act, analysis of components from existing models and feedback from a sounding board. Ultimately, the model includes 234 questions (items) categorized into 7 dimensions of digitalization. It was piloted in 12 hospitals and revised accordingly. 1,624 hospitals (91% of all German hospitals) participated in this self-assessment, as participation was mandatory to receive funding. ResultsThe average DigitalRadar score on a 100-point scale is 33. Maturity is comparatively high in the structures and systems dimension, but low in the clinical processes, exchange of information, telemedicine and patient participation dimensions, suggesting that data exchange is hampered by a lack of interoperability. Drivers of digital maturity are teaching status, size, connectivity, and level of emergency services. ConclusionsThe transparency gained allows hospitals and regulators to identify areas for improvement and develop digital strategies. Additionally, it enables researchers to analyse, for example, the correlation between digitalization and the quality of care, as well as the mechanisms of action of large-scale funding programs for hospital digitization.

Navigating the Fourth Industrial Revolution: SBRI - A Comprehensive Digital Maturity Assessment Tool and Road to Industry 4.0 for Small Manufacturing Enterprises

Navigating the Fourth Industrial Revolution: SBRI - A Comprehensive Digital Maturity Assessment Tool and Road to Industry 4.0 for Small Manufacturing Enterprises

Towards Tax Administration 3.0: Bracing the Challenges in Mobile Application Development

Tax Administration 3.0 calls for tax administrations to be a high-tech adaptive organization with human touch. To that extent, tax administrations worldwide have developed mobile app as a taxpayer touchpoint. As the results of tax administrations’ digital maturity assessment shows major room for improvement, the mobile app development also faced with challenges. This study aims to investigate challenges in tax services mobile app development using M-Pajak as a case study. The descriptive qualitative approach used as our research method is composed of literature review, semi structured interview, open coding, and thematic analysis. Our study finds that M-Pajak development faces challenges related with project management and application requirements. To mitigate the challenges, it is important to ensure that projects are sufficiently staffed. Furthermore, change management must be implemented by focusing on user needs, who largely determine the application success. Meanwhile, fragmentation can be considered as the most critical challenge as it affects other challenges. Diversity of platforms and devices in which the mobile application will be operated potentially affects other factors, such as interoperability, user experience, privacy, and security. This study is important for tax administrations to anticipate challenges in developing their mobile app. Finally, this study also enriches the literature through the investigation of the mobile app development challenges in the context of tax services mobile app.

Enterprise digital maturity: diagnostic and assessment techniquese

The purpose of this article is to analyze the existing indicators of digital maturity that are used to assess the level of digital transformation in an enterprise, a group of enterprises, or sectors of the economy. It also aims to assess the possibility of using these indicators and determine the optimal model, index, or system that can be recommended for industrial enterprises. The article presents domestic and foreign approaches to understanding the terms “digital transformation” and “digital maturity”. The author's interpretation of these concepts is presented, as well as the government initiatives that currently exist in the Russian Federation to diagnose the level of digital maturity and manage the digital transformation process. The national strategy and policy for the digital transformation of industry are described, along with the mechanism for implementing them. A number of modern approaches to assessing digital maturity have been evaluated: the consulting companies Ernst & Young and Deloitte Touche Tohmatsu Limited, the MIT Center for Digital Business, and the World Economic Forum. This paper presents models for assessing the digital maturity of companies and industries, describing the main structural elements of these models, and characterizing the prospects for their practical application by Russian industry. Special attention is paid to the World Economic Forum's digital maturity assessment model, SIRI.

Digital maturity of industrial enterprises: Evaluation experience

The article is devoted to the study of theoretical and practical aspects of assessing the digital maturity of enterprises and their readiness for digital transformation in accordance with the challenges of the digital economy. The purpose of the article is to determine the relationship between digital maturity and digital readiness of enterprises, prerequisites, factors and conditions for their improvement. The achievement of the goal is ensured by the use of methods of comparative analysis, a system-structural approach, theoretical analysis of publications, the use of empirical methods, in particular questionnaires, quantitative methods and qualitative expert assessment. The possibility of applying digital maturity assessment models to study the readiness of industrial enterprises for digital transformation is being investigated. The criteria for assessing the digital maturity and digital readiness of enterprises are highlighted. In the course of the study, hypotheses were confirmed that there is a direct dependence of the readiness of industrial enterprises for digital transformation on the achieved level of digital maturity of technologies and business processes in the company, as well as on the received and expected effects of digitalization, accumulated economic potential and projected risks. The main theoretical and methodological conclusions are outlined in the context of the identified factors, prerequisites, conditions for increasing digital maturity and readiness of enterprises for digital transformation. The necessity of a systematic study of the influence of digital potential factors, various external and internal risk factors on the digital readiness of industrial enterprises for the development of strategies, long-term plans and projects of digitalization and digital transformation is emphasized.

Process-Oriented Digital Maturity Assessment and how Digital Maturity Influences Business Performance in the Manufacturing Industry

Process-Oriented Digital Maturity Assessment and how Digital Maturity Influences Business Performance in the Manufacturing Industry

Methodology for Evaluating State Organization Readiness for Digital Transformation Based on Movsesyan-Raspopin’s Digital Maturity Model

This article is devoted to the current methodology for assessing the readiness of a state organization for digital transformation in Industry 4.0, based on the Movsesyan-Raspopin digital maturity assessment model.The methodology reveals a systematic understanding of digital transformation and is designed to assess the digital maturity of an organization. The key feature of the methodology is the interrelation of the company’s strategy, strategic goals of digital transformation, strategic priorities of the organization’s development, and the available technologies, which allows determining the ways of its further development and economic effect to achieve maturity in Industry 4.0.The article describes the Movsesyan-Raspopin digital maturity assessment model in detail. The basic design of this model consists of organizational domains and integrating elements and evaluates the current and target levels of digital maturity, as well as prioritizes development directions and a set of digital transformation initiatives. The article also analyzes the concepts of “digital transformation” and “digital maturity”, analyzes existing approaches to assessing digital maturity of Deloitte, Boston Consulting Group, Capgemini Consulting, PwC, and models developed by experts Berghaus S., Back A., Kaltenrieder B., Gimpel H., Newman, M. et al.

Acceleration of enterprise digital transformation processes based on the two-level digital maturity assessment model

In modern conditions, the main factors of breakthrough development are competition by business models and the speed of decision-making. An enterprise is more efficient if it has a business model that is more adequate to the current level of development of advanced production technologies. The aim of the work is to form a modified model for assessing the digital maturity of an industrial enterprise, ensuring the acceleration of its digital transformation. A two-level model for assessing the digital maturity of industrial enterprises is proposed, which has a modular architecture and combines a top-level module for assessing the maturity of an enterprise and its management system and a lower-level module for identifying the level of digital maturity of the main, auxiliary business processes and technological solutions of the enterprise. The model is based on the use of qualitative analysis methods and allows to identify the strengths and weaknesses of an enterprise and identify opportunities for implementing digital innovative solutions. The developed model could be used as a basis for designing self-assessment tools for an industrial enterprise in the process of developing and adapting its digital transformation strategy. The advantage of the model is a systematic analysis of heterogeneous information about the level of maturity of the enterprise and its management system, characterizing the degree of achievement of its goals, as well as information about the level of digital readiness of individual business processes and technologies of the enterprise, the assessment of which will justify the implementation of differentiated digitalization tools. The model was tested at a large machine-building enterprise in the Republic of Bashkortostan.

Digital Maturity Assessment Model for the Organizational and Process Dimensions

(1) Background: Ongoing research indicates that it is reasonable to separate a company’s digital maturity assessment by relating it to organization and process levels. The lack of such models in the literature should be considered a research gap. This article aims to present a model framework for assessing enterprise digital maturity that considers two dimensions—organizational and process. The organizational dimension reflects the overall level of digital transformation and refers to the implemented concepts, solutions, and management tools covering the entire enterprise structure. The process dimension focuses on the level of operational divisions. (2) Methods: Analyses were conducted according to the developed research procedure, which included five steps. The research used the following methods: a critical literature analysis, an analysis of the obtained results and their synthesis for the formulated model, and verification and validation of the developed assessment tool and procedure in a selected enterprise based on interviews with managers and direct observations. (3) Results: Based on the literature review, eleven digital maturity areas of the model were defined, and five levels of assessment were formulated for each area. A diagnostic tool for enterprise self-assessment consisting of 105 questions was also developed. (4) Conclusions: The developed model was positively reviewed by the managers of the assessment team that audited the selected enterprise based on it.

Exploring the Operational and Technical Changes in the Healthcare Sector During the COVID-19 Pandemic.

The COVID-19 pandemic has affected the healthcare sector globally including Sweden, creating subsequent operational and technical changes to the wide range of digital healthcare services utilized by healthcare professionals or end consumers. A qualitative study using a self-assessment survey based on the national health services digital maturity assessment was used to study these changes from the perspective of personnel working in Swedish healthcare-related organizations. The number of 30 respondents was selected using purposive sampling, out of them 11 responded. The study highlighted positively perceived changes such as boosting digitalization, improving the procurement process, and introducing crisis management teams. Improving the offered digital services, the tools' effectiveness, efficiency, and technical support were also some of the results. On the contrary, the negatively perceived changes were limiting access to the services, limiting technical support, and reprioritizing non-essential services and projects.

Development of a digital maturity model for Industry 4.0 based on the technology-organization-environment framework

The successful adoption of Industry 4.0 technologies by firms requires them to formulate a digital strategy and implementation roadmap. An established approach to assess firms’ needs towards digitalization is through maturity models. While there is a large number of maturity models in the literature, they present several limitations related to their generalizability and theoretical foundations. Our study aims to build and empirically validate an Industry 4.0 digital maturity model, based on the Technology-Organization-Environment framework. We conducted a systematic literature review of 55 digital maturity models, which we synthesized to create an integrated digital maturity assessment model. We tested our model through a focus group with industry experts and 24 companies from various manufacturing sectors.Our review suggests that existing digital maturity models have underestimated the relevance of the Environment dimension. Our empirical data suggests that companies often invest in digital technologies without considering critical organizational and environmental constraints.

Digital Maturity Assessment and the Impact of Its Level on the Regional Economy Based on Materials from the Republic of Dagestan

Digital Maturity Assessment and the Impact of Its Level on the Regional Economy Based on Materials from the Republic of Dagestan

Model for assessing the digital maturity of general education: methodological foundations and development technologies

Problem and purpose. The general trends of digitalization and its consequences directly affect all levels of the education system, manifesting themselves in the creation of a digital educational environment, and related significant changes in the theory and practice of training and education, the introduction of electronic and network didactic tools and instruments, etc. In this connection, there is a need to develop models and tools for a comprehensive assessment of the level of digital maturity of a general education organization, allowing to determine the potential, areas and strategies of digital transformation of general education. The results of such assessment will serve as a source for designing profiles of the levels of digital maturity of schools, on the basis of which they can determine the deficits and effects of the digital transformation process. Purpose of the study: to develop a model and tools for assessing the digital maturity of educational organizations of general education. Materials and methods. In developing the digital maturity assessment model for a school, methodological approaches were used: process, system, qualimetric and a wide range of methods: morphological methods (distinguishing structural components of the system and their attributes), structuring methods (partitioning the system into hierarchical and matrix structures), group modelling methods (generating initiatives), synectics method (generating alternatives), methods of working with information arrays (search, processing, analysis of information), description methods (characterisation of structural. Results of the study. This study has systematized the ideas about the degree of study of the issue of "digital maturity" (hereinafter – DEM) in foreign and domestic Russian scientific publications: the approaches that determine the understanding of the DEM category have been identified and systematized, the depth of penetration into the essence of studying the processes of DEM diagnosis and their impact on the digital transformation in individual organizations has been analyzed. On the basis of this study, we were able to develop and test a model for the assessment of CP in general education organizations as a tool of predictive forecasting of general education development in the context of digital transformation. Analysis of the data obtained during the pilot testing on the overall integral indicator revealed: personnel problems (9%), problems with infrastructure support (21%) and the digital culture of general education organizations (15%). Conclusion. It is obvious that optimisation of the processes of digital transformation of general education will have a qualitative impact on the unified digital educational ecosystem of a modern school, contributing to the creation of new models based on big data analysis. The results of the study have confirmed that the timely acquisition of information on digital maturity by school leaders, educational authorities will allow diagnosing existing problems, risks, prospects and making adequate managerial decisions both with regard to the digital transformation of the general education system and specific educational organizations.

Methodological approaches to assessing digital maturity of logistics activities of pharmaceutical enterprises

The aim: development of methodological approaches to assessing the digital maturity of the logistics activity of a pharmaceutical enterprise and elaboration of the proposed methodology on the example of those domestic enterprises that have a developed logistics system and some experience in the implementation of digital technologies in logistics activities.
 Materials and methods: Research was conducted using databases on the Internet: the European Center for Information Systems Research, the European Medicines Agency, and scientific and metric databases - Scopus, Web of Science. Logical, systematic analysis and synthesis, graphic methods of research, and methods of mathematical and statistical analysis (expert, pair correlation and taxonomic) were used.
 The results. An analysis of the state of implementation of digital technologies was carried out on the example of domestic pharmaceutical enterprises, which have been the leaders of the pharmaceutical market in recent years. It is substantiated that the assessment of digital maturity is a mandatory prerequisite for the digital transformation of pharmaceutical market entities. The existing models of digital maturity assessment are analyzed, and their shortcomings are identified. Based on this, a methodology for assessing the digital maturity of the logistics activities of pharmaceutical enterprises is proposed. An algorithm for the practical implementation of the methodology for assessing the digital maturity of the logistics activity of pharmaceutical enterprises is proposed. Based on the application of the proposed methodological approaches for assessing digital maturity using the taxonomic method, the calculation of the integral indicator of the level of digital maturity of the logistics activity of domestic pharmaceutical enterprises was carried out. The priorities for the implementation of digital technologies in the logistics activities of pharmaceutical enterprises were determined depending on the degree of their digital maturity.
 Conclusions. It has been proven that the digital transformation of the logistics activities of pharmaceutical enterprises is a complex process that must consider many factors of the internal and external environment of the pharmaceutical enterprise. It is impossible to form a strategy and make decisions about investing in digital technologies without first assessing your real opportunities and weak points of the enterprise. That is why the assessment of the existing level of digital maturity is an important step on the way to the systematic digitalization of the logistics activities of a pharmaceutical enterprise. The proposed methodical approaches to assessing the digital maturity of the logistics activity of pharmaceutical enterprises will allow to form a holistic view of the real level of digital maturity of a certain enterprise and its deviation from the desired state, determine the priority directions for increasing the level of digital maturity, based on the specifics of the logistics activity of a particular pharmaceutical enterprise, and develop a sound digital strategy to improve the performance of both the individual business and the pharmaceutical supply chain

Systematic comparison of digital maturity assessment models

ABSTRACT Assessing the digital maturity of companies is essential to prepare for digital transformation in the context of Industry 4.0. Several digital maturity assessment models have emerged in the past few years to support this evaluation. One obstacle for companies is the impossibility of easily comparing themselves to one another quantitatively or qualitatively. This paper introduces a new way to compare digital maturity models through a quantitative framework that is compatible with a wide variety of models. Comparisons are performed in the space of the keywords used to characterize key performance indicators (KPIs) that are reverse engineered from the models. The matches are encoded in a keyword matrix that is used to automatically compute the match level of KPI pairs. The framework has been validated on 13 state-of-the-art maturity models whose analysis resulted in the identification of 451 KPIs characterized using 263 keywords structured according to 12 dimensions and 58 subdimensions.

Maturity model for assessing digitalization process of construction industry companies

The construction industry is on the verge of large–scale changes as Industry 4.0 is preparing industrial enterprises for serious challenges. Digital transformation can bring significant changes in all areas of enterprise activity. Maturity models are usually used to assess the current situation and measure the digital maturity of an organization. The authors’ four-stage model of digital maturity assessment for construction industry companies has been proposed. When developing the model, it had been decided to move away from general assessments and use specific changes that would occur at construction industry companies in the process of digital transformation as an assessment tool. The model contains fifteen assessment factors, changes of which at various stages are indicators of digital maturity. The proposed model contains a detailed description of the four stages of digital maturity, therefore it can serve not only to assess the digital maturity of industrial enterprises in the construction industry, but can also be used to indicate the goals planned to be achieved in the future as part of digital transformation, in strategies or business models of enterprises. A distinctive feature of the model is evaluation factors reflecting the degree of integration of the digital environment of industrial enterprises with BIM models of construction organizations.

Digital Transformation Journey Guidance: A Holistic Digital Maturity Model Based on a Systematic Literature Review

For a successful digital transformation, organizations must create an accurate roadmap and manage the process effectively. A digital maturity model is a critical success factor as it enables organizations to assess their current situation and create roadmaps aligned with their goals; however, a comprehensive systematic literature review covering the maturity models proposed by academia and consultancy firms is hard to find. Further, the existing models are sector-oriented, not organization-oriented, and do not consider the transformation journey holistically, but instead focus on model dimensions. This study first undertakes a comprehensive and up-to-date systematic literature review by applying the PRISMA approach using a bibliometric analysis tool capable of providing visual maps, then developing a unique holistic digital maturity model that covers several aspects of an organization’s digital transformation journey, from strategy to governance, and asking relevant questions. The hierarchical structure, comprising dimensions and sub-dimensions, presents content beyond the scope of other models. The results of the digital maturity assessment can be interpreted in parallel with the stages of the digital transformation. Consequently, the new holistic and sector-independent digital maturity model can be used by organizations in both the private and public sector.