Digital Maturity Model Research Articles

Amplifying Human Factors in the Inquiry of SMEs’ Needs in Digitalization Collaborations with External Service Providers

The demand for evaluation methods concerning small and medium-sized enterprises’ (SME) digital capabilities has led to the emergence of numerous digital maturity models (DMM). Such DMMs, despite being a popular evaluation tool for external service providers working together with SMEs, are less suitable for the inquiry of human-centered stakeholder needs when applying human-centered design methods. In an approach to tackle the problem and enhance digitalization support for SMEs collaborating with external service providers, this paper critically discusses existing approaches and highlights yet unlooked-at implications for the inquiry phase of human-centered design methods within such collaborations. Moreover, this paper proposes four human-centered dimensions to be considered in SME digitalization evaluation methods: situational awareness, utopia, point of view and backtrack. The aim is to provide a foundation for the operationalization of human-centered need dimensions in future evaluation methods for SMEs.

An approach for increase of digital/IT innovation adoption for sustainable development of transportation system

In order to survive the COVID pandemic that starter in 2020 and is still ongoing companies see a challenge to rebuild their business so it will be flexible and sustainable. It is especially important for companies from traditional verticals like transport who are not used to be digital. Innovation adoption will allow companies to face future crises with more agility and smaller profit losses. Even though the nowadays there are a lot of innovations to choose the level of innovation adoption rate is still relatively low. Most of them can be categorized as digital/IT because the companies need to execute the digital transformation process quite fast. The well-known innovation adoption models use general characteristics of an innovation such as trialability, complex in use and in design etc. but do not provide the users with practical recommendations and give less attention to the digital/IT element. Digital maturity models on the other hand result in practical recommendations on how to improve the adoption of digital and information technologies. In this article we suggest a conceptual approach - add a digital/IT maturity element to a characteristic-based model of innovation adoption. As a methodological support to a model several questionnaires for assessment the model’s elements as well as the further research direction and design have been developed.

Informing Value: industry analysis for complex process facility digital twins

The organizational capability of a firm to create, integrate and maintain cyber versions of complex physical systems known as Digital Twins is a key enabler for joining the 4th Industrial Revolution. This article highlights the business case for firms in the petrochemical process industry to manage digital twins as valuable business assets based on academic and business literature, webcast and live presentations, and the professional experiences of the author. A digital twin maturity model is provided to differentiate how each level of data integration contributes to informing. Three digital twin asset valuation models are introduced to illustrate how digital twins can inform value in different contexts. Findings include how knowledge is generated from digital twins, and how an informing attribute of decision making referred to here as ‘insight value’ can be realized from maintaining digital twins over the full asset lifecycle. Many software applications and tools have become available for firms to adopt this innovative technology; however, integration with the diverse and often siloed systems that serve as data sources have been hampered by inconsistent data governance, data exchange requirements, and interface standards. This article, the first in a series of three, explores on-going efforts to mitigate this problem of practice as interest in application of this innovative technology reaches the tipping point where industry-wide adoption drives greater efficiency and improves decision making throughout the complex facility lifecycle.

Abstracts Presented at the 2nd Annual Advancing Healthcare Innovation Summit: Nov 11, 2022, Cincinnati, OH

Abstracts Presented at the 2nd Annual Advancing Healthcare Innovation Summit: Nov 11, 2022, Cincinnati, OH

Piloting a digital maturity model for smart destinations

The article presents the pilot phase of a digital maturity model designed to support peripheral tourism destinations in their transformation into smart destinations. The relevancy and usability of the maturity model was assessed through the analysis of three Swiss tourism destinations. A survey deduced from the model was sent to the destinations followed by focus groups to identify the particularities and key strategic issues related to their transformation into smart destinations. The study confirmed the relevancy of the model while underlining the necessity to further quantify some of its indicators. The destinations demonstrated great awareness of the opportunities new technologies present for tourism development. However, they all shared the same limitations in terms of resources and ability to foster a culture of innovation among all their stakeholders. The necessity for peripheral destinations to embrace digitalisation to remain competitive but also to be accompanied during this process was underlined.

Цифровая зрелость градообразующего предприятия: оценка и влияние на развитие территории

Despite a significant number of studies on the development of single-industry towns and core enterprises, digital maturity of an enterprise and, subsequently, the impact of digital maturity of a core enterprise on the economic and social development of a territory remain an underdeveloped topic. Based on a hypothesis that digital maturity is a trigger for territorial development, this study assesses the digital maturity of core enterprises, i.e. their readiness to implement new technologies in all business processes for improving productivity and competitiveness. Digital maturity levels were determined according to the identification of strategic areas of activity, including unique technological competencies and personnel work. The proposed strategy for developing a new digital maturity model of enterprises takes into account the structure and content of existing models, since there are currently no best practices that can be scaled. In order to analyse digital maturity levels in detail, a survey of the expert community, as well interviews with digital transformation specialists were conducted. As a result, we constructed a digital maturity model of core enterprises that includes five levels, characterising organisational, production, human resources and external (impact on territorial development) processes. The parameter of the job creation multiplier was tested in the developed model. As a result, the conducted research confirmed the hypothesis that digital development of enterprises directly affects the territorial development. This, on the one hand, opens new opportunities for the socio-economic development of territories, and, on the other hand, places new demands on the digital infrastructure, quality of provided services, personnel competence, etc. The research results are of interest to state and local authorities, industry core enterprises, and the scientific community, as the obtained findings determine the prospects for studying digital maturity in relation to territorial and industrial development.

Digital Newspaper as An Alternative Solution to Maintain The Existence ff Print Media in PT Okt

PT OKT Print Media needs to do a dual transformation to reposition its business to survive in the industry, create a new form of media to reach long distribution distances and to reach market segments that were previously unreachable, as well as to gain new business benefits. The transformation into a Digital Newspaper is carried out by changing the manual marketing process into digital marketing, and creating new html-based media with distribution via data-based and whatsapp. By enriching photos and videos as product development and segmentation that were previously unaffordable, and overcoming the problem of unreachable distribution.There are not many other studies that discuss the digital transformation from physical newspapers to digital newspapers using the Digital Maturity Model (DMM) from TM Forum. Using a 5-dimensional DMM-based questionnaire and 100 samples of customer and employee research, the maturity level of the company's current digital transformation process can be mapped, for the results to be validated by the Commercial Director as the basis for compiling a road map for further improvement. The findings of this study recommend that PT OKT Digital Newspaper uses a digital transformation strategy in the form of Digital Newspaper in order to survive for the purpose of maintaining its existence and adapting to its business environment.

Digital Transformation Design towards Logistics 4.0 in SME: A Case Study for PT XYZ

The rapid development of technology and information and communication has a direct impact on the business of the Indonesian people. SMEs are one of the pillars in the economic sector in Indonesia. However, logistics has always been an obstacle to business growth in the SME sector. In Indonesia, logistics costs are still high compared to GDP, which is the background of problems that can be solved by implementing logistics 4.0. This literature will provide input for SME entrepreneurs, who will carry out digital transformation in the logistics sector of their business. The inputs that will be given include the importance of digital transformation in the logistics sector and the benefits that will be provided as a result of digital transformation. By using the digital maturity model for logistics 4.0 concept as a research method, an SME will be able to find its current state and also be able to determine strategies that will help SMEs go to their intended future state. Various analyzes will be carried out to determine the state of the SME business, so that appropriate digital transformation can be carried out regarding the SME logistics current state.

A digital maturity model for the education enterprise

ABSTRACT Digital transformation in higher education, especially after COVID-19, is seen as inevitable. This research explores digital transformation’s maturity and challenges within the education enterprise. The significance of this study stems from the critical role digital transformation and higher education play in today’s digital economy, and digital learning, especially with the impact of COVID-19. This study proposes a new model to measure digital transformation maturity assessment in the education enterprise, based on Deloitte’s 2019 digital transformation assessment model, and Petkovic et al.'s [2014. Cloud Computing Support to University Business Processes in External Collaboration.” Acta Polytechnica Hungarica 11 (3): 181–200] mega and major higher education process mapping. The study triangulates the findings of multiple research instruments, including survey, interviews, case study, and direct observation. The research findings show a gap between digital transformation’s maturity perception, and core requirements. A stronger focus on enabling processes, and a lack of wholistic vision, digital transformation competency, and data structure were among the leading challenges in digital transformation.

Research on Digital Maturity Measurement Index System of Small and Medium-Sized Manufacturing Enterprises Digital Innovation

Objectives: Facing the tidal wave of the global digital, taking advantage of the trend to carry out digital transformation is an inevitable choice for the development of small and medium-sized manufacturing enterprises. Based on the analysis of digitalization, digital transformation and digital maturity and other related documents, the paper developed a digital maturity model for small and medium-sized manufacturing enterprises (Digital maturity model, DMM), and designed a rule-based digital maturity level identification method. The literature method and expert review method are used to refine the digital maturity index system of small and medium-sized manufacturing enterprises, and the specific weight of the evaluation index is calculated by the analytic hierarchy process. The model includes 4 first-level indicators, 14 second-level indicators, and 36 third-level indicators for digital infrastructure, core business digitalization level, digital human resource level, and digital transformation management. Using the proposed index system and the corresponding digital maturity level identification method, the digital level of small and medium-sized manufacturing enterprises and their value chains can be evaluated, which helps enterprises to achieve strategic goals of digital transformation in a targeted manner, and provides effective solutions for the development of digital transformation of enterprises. The evaluation methods and tools also provide useful reference and guidance for the theoretical community.

Digitally Transforming Electronic Governments into Smart Governments: SMARTGOV, an Extended Maturity Model

Smart government aims to provide intelligent and agile personalized public services to government stakeholders. Over the past few years, governments seek to employ innovative technologies, such as blockchain, analytics, artificial intelligence (AI), Internet of Things (IoT), cloud computing, robotics process automation, and machine learning (ML), to improve citizens’ experiences and quality of life as well as government decision-making processes. They also aim to increase the efficiency of business processes and to transform the delivery of public services. However, the extant e-government literature lacks an inclusive digital government maturity model that can be used as a unified reference for guiding public organizations through the journey to smart government. Accordingly, the main aim of this paper is to develop a smart government maturity model by extending and revising the extant literature related to e-government. The developed model is then used to empirically evaluate the smart government initiative in the United Arab Emirates (UAE). We applied the model on 41 UAE federal governments’ websites/portals and measured their maturity level using 73 indicators. The findings indicate that the UAE is quite advanced with regard to smart government, as the majority of governmental entities scored “High” and above on the use of innovative and disruptive technologies in various domains. The smart government maturity model proved its efficacy and value in evaluating the UAE's smart government initiative.

Dynamics of Digital Change – How Digital Sophistication Influences Innovation in SMEs

In this study we examine the influence of digitalization on innovation performance in SMEs. We first conceptualize digital maturity as a possible measure of digitalization in organizations and then propose a one-dimensional digital maturity model: digital sophistication model, to classify the state of digital maturity in SMEs. Subsequently, we use ordered logit estimation techniques to predict the influence of digital maturity on the prospects of innovation in our sample of 820 German SMEs. Our results show a significant positive influence of digital maturity on innovation performance in our sample SMEs. We discuss results and implications of our research study.

DIFFERENTIAL DIAGNOSIS OF DIGITAL CULTURE IN STARTUP VS NON-STARTUP COMPANIES IN INDONESIA TO DRIVE EMPLOYEE ENGAGEMENT AND DIGITAL MATURITY

Digital transformation is not an easy task to do and many argues that digital culture is one of the many factors contributing to its success. Culture could lead the transformation by collaborating the whole organization towards its mutual vision and therefore could influence the employee engagement. Objective: This study assesses digital culture’s role in driving employee engagement and digital maturity when transformation intervention implemented in the organization, specifically in the start-up and non start-ups company in Indonesia. This exploration is intended for managers and leaders to understand the digital culture differences in both group of companies and to determine which opportunities they may need to improve and strengthen the company’s employee engagement and digital maturity. Methodology: The combination of Capgemini’s digital culture model, Gallup Q12’s employee engagement model and Gill VanBoskirk’s digital maturity model are used in measuring the start-ups and non start-ups. Result: The digital culture score in the start-ups company was higher than in the non start-ups, consistently in all dimensions, with corresponding higher employee engagement as well as digital maturity. Conclusion: This study suggest that the start-ups have a more developed digital culture than the non start-ups. Further research is suggested to find out which dimension of digital culture that would cause a corresponding higher employee engagement and digital maturity. It would be beneficial if the similar study is carried out in a different country so that the comparison of the start-ups culture could be analysed and learned.

Gemini Principles-Based Digital Twin Maturity Model for Asset Management

Various maturity models have been developed for understanding the diffusion and implementation of new technologies/approaches. However, we find that existing maturity models fail to understand the implementation of emerging digital twin technique comprehensively and quantitatively. This research aims to develop an innovative maturity model for measuring digital twin maturity for asset management. This model is established based on Gemini Principles to form a systematic view of digital twin development and implementation. Within this maturity model, three main dimensions consisting of nine sub-dimensions have been defined firstly, which were further articulated by 27 rubrics. Then, a questionnaire survey with 40 experts involved is designed and conducted to examine these rubrics. This model is finally illustrated and validated by two case studies in Shanghai and Cambridge. The results show that the digital twin maturity model is effective to qualitatively evaluate and compare the maturity of digital twin implementation at the project level. It can also initiate the roadmap for improving the performance of digital twin supported asset management.

Development and validation of a measuring instrument for digital library maturity

Development of a digital library demands extensive financial, human, and technological investments. Appropriate models and measurement tools are required to achieve the goals of these libraries to assess them. This research was conducted with the aim of developing and validating a tool to measure the maturity of a digital library based on the “digital library maturity model” (DLMM). Two sources including literature and experts' opinion were used to determine the criteria for each code. Expert opinion and confirmatory factor analysis were used to confirm the content and construct validity of the developed tool, respectively. The reliability of the designed tool was examined by the Cronbach's alpha test. Finally, the designed tool validity and reliability were confirmed. Managers of digital libraries can use this tool to understand the maturity level of their digital libraries and plan to improve the library or to attain advanced levels of maturity.

A Maturity Model for Digital Transformation in Transportation Activities

Today, one of the important frameworks in understanding and recognizing digital transformation in all activities is the digital transformation maturity model. Understanding the dimensions and stages of maturity is important for transportation decision makers because in this way they can make appropriate management decisions by understanding the position of their organization in the maturity of digital transformation. The main purpose of this study is to present the maturity model of digital transformation capability, determine its stages, and investigate the use of Intelligent Transportation Systems and the maturity of transportation-related activities. In this paper, meta-synthesis is used to study the different models and stages of digital transformation maturity in various scientific databases on the Internet and provide a comprehensive summary of the dimensions and stages of maturity. After evaluation, 30 transportation companies in Tehran and their main activities were selected. By analysing the dimensions and stages of maturity in previous papers, the maturity model presented in this paper includes five stages and 10 dimensions in transportation area. These dimensions include digital management, information technology, manpower, operations and processes, culture, organizational structure, innovation and change, new strategies, intelligent products and services and customer orientation. Therefore, the maturity of 14 transportation activities was measured. The results showed that most transportation activities are at level three of the maturity model. Also, dimensions that scored the most are, respectively, digital process and operations of transportation, digital innovation in transportation, structure and governance, and digital management in transportation.

Conceptualising airport digital maturity and dimensions of technological and organisational transformation

As airports undergo digital transformation, ie a paradigmatic shift in the way digital technologies are adopted and used, there is a need for actionable insights to ensure that airport digital maturity is achieved. Using an integrative review of literature, this paper develops an airport digital maturity model, focusing mainly on a passenger experience perspective. The paper then delineates two dimensions of digital transformation — technological and organisational. Subsequently, an airport digital transformation model is conceptualised to identify key factors that airports need to consider when transforming their business and interesting lines of enquiry for future research. Insights offered by the model are relevant to both practitioners and researchers interested in conducting future studies in this area.

A maturity model to assess digital employee competencies in industrial enterprises

Industrial enterprises increasingly identify their employee’s digital competences as a main barrier towards modern manufacturing paradigms – such as Industry 4.0. Considering shorter technology cycles, they find a key enabler in timely capturing existing digital competences to forecast future competence requirements relating to identified trends. To support digital competence planning in practise, we developed a digital competence maturity model (DigiCoM), consisting of 49 attributes in four dimensions to measure maturity on individual employee level. The model considers digital competences required for direct value creation activities as well as competences in supporting areas. We tested the model in several use-cases, whereby two use-cases in SMEs are presented in detail. Result evaluation shows that the proposed approach makes digital competences visible and measurable and builds the basis for the derivation of competence developments. The DigiCoM therefore allows interconnecting strategic human resource planning with operational employee competences on an individual level.

Towards a Micro-Enterprise–Focused Digital Maturity Framework

Digitalisation has been identified as one of the major trends changing society and business. However, companies are not making the most of all the opportunities that digitalisation has to offer. In the digital transformation process, it is important to start with assessing the current state. Digital maturity assessment can be used to analyse the current level of digital readiness and performance of an organisation. Micro-enterprises are the smallest group of enterprises and numerically the dominant enterprise type in economies. They differ from larger enterprises in terms of organisational characteristics, such as their unique attitude towards digital tools and application deployment. Furthermore, micro-enterprises are lagging behind in exploring the possibilities that come with digitalisation. This article describes the design process, usage possibilities, and initial experiences of a digital maturity model, especially from the viewpoint of micro-enterprises. As result, this article presents a micro-enterprise-focused self-evaluation framework providing holistic digital maturity status.

Challenges and Driving Forces for Industry 4.0 Implementation

Industry 4.0 has been a major force framing the societal, economic and technological environment after 2010. Exposed to ongoing digital transformation, companies are able to exploit opportunities offered by Industry 4.0, and are forced to manage immanent risks and barriers. However, studies on opportunities and challenges relevant for the implementation of Industry 4.0 for companies are scarce. In response to this literature gap, the aim of this exploratory research is to provide a deeper analysis of the level of digital transformation of companies in Serbia based on a digital maturity model, and examine their managers’ opinions on the most important driving forces and implementation barriers. The paper uses exploratory research design based on a survey responded to by 122 high-level managers within the Serbian manufacturing sector. Findings show that, contrary to expectations, digitally transforming enterprises do not see human resources as a driving force, but rather as an obstacle to Industry 4.0 implementation, when they lack necessary competences and skills. Resistance to change caused by Industry 4.0 implementation is not seen as an important barrier. On the other hand, efficiency factors represent the main driving force, while the lack of competences and financial resources represent the greatest barriers to Industry 4.0 implementation.