Digital Transformation Journey Guidance: A Holistic Digital Maturity Model Based on a Systematic Literature Review
Abstract
:1. Introduction
- Q1: What is the importance of maturity models within DT?
- Q2: In what contexts is a digital maturity model considered?
- Q3: How should a holistic and generic model be designed? What dimensions should it have?
2. Background
2.1. Digital Maturity
2.2. Digital Maturity Models
3. Methodology
3.1. Method Used for Literature Review Analysis
3.2. Digital Maturity Model Analysis Method
4. Literature Review Results
4.1. Results Based on Literature Review Analysis
4.1.1. Domain-Focused Analysis
4.1.2. Knowledge-Structure-Focused Analysis
4.2. Results Based on Digital Maturity Model Analysis
4.2.1. Digital Maturity Models of Academic Papers
4.2.2. Digital Maturity Models of Consultancy Firms
5. Discussion and a New Holistic Digital Maturity Model
5.1. Digital Transformation Journey
- Awareness: This pertains to an organization’s decision to initiate DT within the framework of a strategy or strategic initiative to achieve its goals.
- Readiness: The first of this two-step process is the development of a reference model that can reveal the extent and scope of DT, the gaps the organization needs to close, and the improvement areas that require new approaches to implement the intention set forth in the awareness stage. The second step is to perform an assessment based on this model.
- Planning: This provides an input for the creation of a digital roadmap by scoring the assessment results in parallel with the goals and priorities set by the organization.
- Execution: This deals with the systematic implementation and maintenance of the continuity and sustainability of the roadmap.
5.2. The New Holistic Digital Maturity Model
- What is DT aimed at?
- What value does it offer?
- In which processes should the organization apply digital projects?
- Which technologies support the DT?
- Who implements the DT?
- How is DT sustained?
5.3. Comparison of the New Holistic Digital Maturity Model with Existing Models
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A. Digital Maturity Assessment Questionary for Strategy Dimension
Maturity Levels and Capabilities | ||||||
---|---|---|---|---|---|---|
Sub- Dimension | Questions | Intention | Beginner | Adaptor | Performer | Transformer |
Vision (1a) | At what stage are you in the digitalization process? | Understanding and embodying the benefits to be gained from digitalization | Identifying visions and directions for digitalization | Getting started with realizing the vision for digitization | Providing gains that affect business results with digitalization | Entering new business areas with digitalization, producing digital products |
What is your vision for DT, and how big is it? | No defined vision, no concrete strategy or objectives defined | Limited to automation studies | Creating competitive advantage with digitalization in some functions/processes (functional strategy) | Creating a competitive advantage with digitalization that spans the entire organization or its intended scope (business strategy) | Creating disruptive competitive advantage by directing new product and service strategies (DT strategy) to achieve a share of the digital economy | |
At what level and to what extent is digitization addressed? | Triggered by employees | Some functions, business units have set targets related to digitalization | Some functions are being implemented on the basis of business units | Supporting the targets with digitalization studies | Strategies are implemented through digitalization studies |
Maturity Levels and Capabilities | ||||||
---|---|---|---|---|---|---|
Sub- Dimension | Questions | Intention | Beginner | Adaptor | Performer | Transformer |
Leadership (1b) | How important and prioritized is digitalization for senior management, and what level of determination is demonstrated? | Top management does not have any determination, it is not among their priorities | Interested in trends and competitive conditions, brought up by some functional leaders | Seems strategically important and supported in targeted functions/ business units | All of the digitalization process and studies are supported, and senior management takes a role as a sponsor in all critical projects | Considered as part of corporate change and transformation, owned and led by the entire senior management team |
What is the size of the resource/budget allocated to the DT process? | No budget and resource allocation provided | Creating budget projections for necessary improvements and infrastructure | Ensuring minimum budget allocation for necessary improvements and infrastructure | Budget planning and realization that supports corporate-level plans and targets | Long-term budget planning and allocation, covering all resource and investment requirements for transformation |
Maturity Levels and Capabilities | ||||||
---|---|---|---|---|---|---|
Sub- Dimension | Questions | Intention | Beginner | Adaptor | Performer | Transformer |
Strategies (1c) | What dimensions of strategic competitive advantage are targeted in the DT process? | Not in a defined state | Reducing costs | Reducing costs, reducing risks, optimization, process excellence | Reducing costs, reducing risks, optimization, operational excellence | Earn additional income from new products, business excellence |
Have strategic performance indicators and targets for digitalization been determined? | No | KPIs for the process have been determined | KPIs to evaluate the impact on operational performance have been determined | KPIs to evaluate the impact on strategic performance have been determined | KPIs to evaluate performance against the competition have been determined |
Sub- Dimension | Questions | Intention | Beginner | Adaptor | Performer | Transformer |
---|---|---|---|---|---|---|
Business Model (1d) | What is the new value proposition offered? | Not in a defined state | No additional value proposition | Activation of existing products and service delivery processes | Support the development/improvement of existing products and services | Allowing us to introduce brand new products and services |
Do digital strategies require defining a new business model? | No | Improvement in the existing business model | Defining a new business model | Operating the new business model | Creating value with the new business model |
Sub- Dimension | Questions | Intention | Beginner | Adaptor | Performer | Transformer |
---|---|---|---|---|---|---|
Operating Model (1e) | To what extent is the current operating model capable of supporting digital strategies? | Not at all | On a functional basis, independent of other functions and business units | Process-based functions require interregional standardization and integrations | Requires standardization and integrations on the basis of business units | To what extent is the current operating model capable of supporting digital strategies? |
How does the current operating model require us to address digital targets? | Nothing | Limited | Functional based | Process based | Enterprise wide |
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“Digital Maturity” | “Digital Readiness” |
“Digital Transformation” AND “Digital Maturity” | “Digital Readiness Model” |
“Digital Transformation Maturity” | “Digital Readiness Assessment” |
“Digital Maturity Assessment” | “Stages of Digital Transformation” |
“Digital Transformation Assessment” | “Digital Maturity Levels” |
“Digital Transformation Capability Maturity Model” | “Phases of Digital Transformation” |
Thematic Network | Author Network | Reference Network | Other Networks | Evolution | Performance | Burst Detection | Spectrogram | Geospatial | Visualization | |
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Science Mapping Analysis Tools | ||||||||||
Bibexcel | ● | ● | ● | ● | ● | ● | ● | External software | ||
Biblioshiny | ● | ● | ● | ● | ● | ● | ● | ● | ● | Network, three-fields plot, word cloud, tree map, historiograph, strategic diagram, evolution map, and world map |
BiblioMaps | ● | ● | ● | ● | ● | ● | Network | |||
CiteSpace | ● | ● | ● | ● | ● | ● | ● | Tree ring, geospatial map | ||
CitNetExplorer | ● | Network | ||||||||
SciMAT | ● | ● | ● | ● | ● | ● | Strategic diagram, cluster network, overlapping map, evolution map | |||
Sci2 Tool | ● | ● | ● | ● | ● | ● | Temporal, geospatial map, topical, network | |||
VOSviewer | ● | ● | ● | ● | ● | Network, overlay, density | ||||
Libraries | ||||||||||
Bibliometrix | ● | ● | ● | ● | ● | ● | ● | ● | ● | Network, three-fields plot, word cloud, tree map, historiograph, strategic diagram, evolution map, and world map |
BiblioTools | ● | ● | ● | ● | ● | ● | Network | |||
Citan | ● | Bars, bow plots, and pie chart | ||||||||
Metaknowledge | ● | ● | ● | ● | ● | ● | Timeline graph, spectrogram, and network | |||
scientoText | ● | ● | ||||||||
SxientoPy | ● | ● | Timeline graph, bar graph, evolution graph, and word cloud |
Reference | Focus Years of Literature Review | Number of Examined Models | Scope of Models | Analysis Method | Contribution/ Findings | Limitations |
---|---|---|---|---|---|---|
Hajoary [39]. | 2011–2020 | 53 Industry 4.0 maturity and readiness models | Academia and consultancy-firm based | Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) | Proposes a holistic model in 10 main dimensions | Based on the Industry 4.0 literature and considers only manufacturing organizations |
Hizam-Hanafiah et al. [40]. | 2000–2019 | 30 Industry 4.0 readiness models | Academia and consultancy-firm based | Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) | Performs dimension analysis and groups them under 6 main dimensions | Focuses only on SMEs and analyzes a limited number of maturity models |
Soomro et al. [41]. | 2007–2019 | 22 digital readiness models | Academia based | − | Defines 4 critical success factors to achieve digital readiness | Academic and technology focused and analyzes a limited number of maturity models |
Teichert [21]. | 2018–2018 | 24 digital maturity models | Academia and consultancy-firm based | − | Determines that most of the digital maturity models are manufacturing-oriented and that a wide variety of digital maturity model stages exist | Literature review of only academic publications from 2018 |
Williams et al. [42]. | 2011–2016 | 6 maturity models | Academia based | − | Proposes a digital maturity model for SMEs based on 6 dimensions | Focuses only on SMEs and analyzes a limited number of maturity models |
Reference | Document Type | Dimensions | DA | HM | SM | CS |
---|---|---|---|---|---|---|
AL-Ali and Marks [44]. | Article | 1. Digital Transformation Vision, Strategy, Leadership, and Communication, 2. Digital Transformation Talent, Skills, and Knowledge, 3. Digital Transformation Processes, Controls, and Digital Technologies, 4. Digital Transformation Technology Infrastructure, 5. Approach to Understand and Communicate Customers | √ | |||
Barry et al. [45]. | Conference Paper | 1. Structural, 2. Informational, 3. Environmental, 4. Security, 5. Quality, 6. Financial, 7. Cultural, 8. Innovation, 9. Participate | √ | |||
Yang and Xu [46]. | Conference Paper | 1. Strategy and Organization, 2. Infrastructure construction, 3. Business Innovation and Transformation, 4. Supply Chain Ecological Construction, 5. Digital Performance | √ | |||
Duncan et al. [47]. | Article | 1. Strategy, 2. IT Capability, 3. Interoperability, 4. Governance and Management, 5. Patient-Centered Care, 6. People, Skills, and Behavior, 7. Data Analytics | √ | |||
Goumeh and Barforoush [48]. | Conference Paper | 1. Customer, 2. Ecosystem, 3. Law, 4. Strategy, 5. Operation, 6. Technology | √ | √ | ||
Alsufyani and Gill [49]. | Conference Paper | 1. Interaction Layer, 2. Technology Layer, 3. Human Layer, 4. Security Layer, 5. Environment Layer | √ | |||
Cordes and Musies [50]. | Conference Paper | 1. Customer Experience, 2. Innovation, 3. Process Digitalization, 4. Information Technology, 5. Digital Skills, 6. Strategy, 7. Culture, 8. Governance, 9. Organization, 10. Collaboration | √ | |||
Yezhebay et al. [51]. | Conference Paper | 1. People, 2. Leadership, 3. Strategy, 4. Technology, 5. Operation, 6. Product | ||||
Almasbekkyzy et al. [52]. | Conference Paper | 1. Strategy, 2. Technology, 3. Operations, 4. Organization and Culture | √ | √ | ||
Salume et al. [53]. | Article | 1. Strategy, 2. Leadership, 3. Market, 4. Operations, 5. Culture, 6. People, 7. Governance, 8. Technology Capability | √ | √ | ||
Borštnar and Pucihar [54]. | Article | 1. Digital Technology, 2. Management, 3. HR, 4. Strategy, 5. Digital Business Model, 6. Role of Informatics | √ | √ | ||
Aslanova and Kulichkina [55]. | Conference Paper | 1. Strategy, 2. Organization, 3. People, 4. Technologies, 5. Data | √ | |||
Weritz et al. [56]. | Conference Paper | 1. Capabilities Absorptive Capacity, 2. Agility and Flexibility, 3. Cross-functional Collaboration, 4. Innovation Capability, 5. Market Orientation, 6. Relational Capability | √ | √ | ||
Colli et al. [57]. | Article | 1. Governance, 2. Technology, 3. Connectivity, 4. Value Creation, 5. Competences | √ | √ | √ | |
Bandara et al. [58]. | Conference Paper | 1. Products and Services, 2. Technology and Resources, 3. Strategy and Organization, 4. Operations, 5. Customers, 6. Governance, 7. Employees | √ | √ | ||
Schumacher et al. [59]. | Article | 1. Technology, 2. Products, 3. Customers and Partners, 4. Value Creation Processes, 5. Data and Information, 6. Corporate Standards | √ | √ | ||
Canetta et al. [60]. | Conference Paper | 1. Strategy, 2. Processes, 3. Technologies, 4. Product and Services, 5. People | √ | √ | ||
Rossmann [61]. | Conference Paper | 1. Strategy Capability, 2. Leadership Capability, 3. Market Capability, 4. Operational Capability, 5. People and Expertise Capability, 6. Cultural Capability, 7. Governance Capability, 8. Technology Capability | √ | √ | ||
Akdil et al. [43]. | Book Chapter | 1. Strategy and Organization, 2. Smart Products and Services, 3. Smart Business Processes | √ | √ | √ | |
Gimbel et al. [62]. | Article | 1. Organization, 2. Product, 3. Value Chain, 4. Ecosystem, 5. Operations, 6. Customer, 7. Transformation Management, 8. Cloud and Data | √ | |||
Horvat et al. [63]. | Article | 1. Organization of Product and Logistics, 2. Employees and Communication, 3. Management and Strategy, 4. Technology, 5. Interim Cooperation | √ | |||
Bibby and Dehe [64]. | Article | 1. Factory of the Future, 2. People and Culture, 3. Strategy | √ | √ | ||
Botha [65]. | Article | 1. Technology, 2. Behavior, 3. Events | √ | √ | ||
Hamidi et al. [66]. | Conference Paper | 1. Strategy and Organization, 2. Smart Factory, 3. Smart Operations, 4. Smart Product, 5. Data-driven Services, 6. Employees | √ | √ | ||
Sjödin et al. [67]. | Article | 1. People, 2. Process, 3. Technology | √ | |||
Mittal et al. [68]. | Conference Paper | 1. Finance, 2. People, 3. Strategy, 4. Process, 5. Product | √ | √ | ||
De Carolis et al. [69]. | Conference Paper | 1. Organization, 2. Processes, 3. Technologies, 4. Monitoring and Control | √ | √ | ||
Gökalp et al. [70]. | Book Chapter | 1. Asset Management, 2. Data Governance, 3. Application Management, 4. Process Transformation, 5. Organizational Alignment | √ | √ | ||
De Carolis et al. [71]. | Book Chapter | 1. Organization, 2. Processes, 3. Technologies, 4. Monitoring and Control | √ | |||
Von Leipzig et al. [72]. | Article | 1. Strategy, 2. Technologies, 3. People, 4. Governance, 5. Culture, 6. Product, 7. Operations, 8. Leadership | √ | √ | ||
Klötzer and Pflaum [73]. | Conference Paper | 1. Competence(s), 2. Innovation Culture, 3. Cooperation, 4. Strategy Development, 5. Process Organization, 6. Complementary IT System, 7. Smart Product and Factory, 8. Offering to Customer, 9. Structural Organization | √ | √ | ||
Leino and Anttila [74]. | Conference Paper | 1. Strategy, 2. Information Technology, 3. Business Model, 4. Customer Interface, 5. Organization and Processes, 6. People and Culture | √ | |||
Valdez-de-Leon [75]. | Article | 1. Strategy, 2. Organization, 3. Technologies, 4. Ecosystem, 5. Operations, 6. Customers, 7. Innovation | √ | |||
Schumacher et al. [20]. | Article | 1. Product, 2. Customers, 3. Operations, 4. Technologies, 5. Strategy, 6. Leadership, 7. Governance, 8. Culture, 9. People | √ | √ | ||
Berghaus and Back [28]. | Conference Paper | 1. Customer Experience, 2. Product Innovation, 3. Strategy, 4. Organization, 5. Process Digitization, 6. Collaboration, 7. Information Technology, 8. Culture Expertise, 9. Transformation Management | √ | √ | ||
Rogers [76]. | Book Chapter | 1. Customer, 2. Cloud and Data, 3. Innovation, 4. Competition, 5. Value | √ | |||
Ganzarain and Errasti [77]. | Article | 1. Processes, 2. Product, 3. Value Network, 4. Market | √ | |||
Leyh et al. [78]. | Conference Paper | 1. Basic Digitization Level, 2. Cross-Departmental Digitization, 3. Horizontal and Vertical Digitization, 4. Full Digitization, 5. Optimized Full Digitization | √ |
References | Consultancy Firms’ Model Name | Dimensions |
---|---|---|
Bain & Company [79]. | Digital Readiness Survey | 1. Business Model, 2. Digital Strategy, 3. Enablers, 4. Orchestration |
Deloitte [80]. | Deloitte Digital Maturity Survey | 1. Strategy, 2. Innovation, 3. Experience, 4. Digital Channels and Sales, 5. Digital Marketing, 6. Data and Insights, 7. Cyber Security |
Earley Information Science [81]. | Digital Transformation Roadmap | 1. Technology, 2. Process, 3. People, 4. Content |
Ernst & Young (EY) [82]. | Global Business Service Maturity (GBS) | 1. Strategy, 2. Operations, 3. Control and Measurement |
Felch et al. [83]. | Digital Capability Assessment (DCA) | 1. Strategy and Leadership, 2. People and Culture, 3. Product and Service, 4. Customer Experience, 5. Enterprise Enablement |
Gartner (internal source) | Digital Business Maturity Model | 1. Digital Strategy and Execution, 2. Customer Experience Management, 3. Digital Product, Service and Digital Revenue, 4. Infonomics, 5. Digital Channels and Ecosystem, 6. Business Agility, 7. Innovation Culture, 8. Digital Leadership, 9. Digital Workplace |
Gartner Digital Execution Scorecard [84]. | Digital Execution Scorecard | 1. Generate Digital Revenue, 2. Excel in Customer Experience, 3. Organizational Excellence, 4. Optimize Asset Utilization, 5. Minimize Risk |
Geissbauer et al. [85]. | Digital Transformation Framework | 1. Digitalization Value Chain, 2. Digital Business Model and Customer Access, 3. Digitalization of Product and Service |
Gill and Van Boskirk [86]. | Digital Maturity Model 4.0 | 1. Technology, 2. Insight, 3. Organization, 4. Culture |
IMPULS [87]. | Industry 4.0 Readiness | 1. Strategy and Organization, 2. Smart Factory, 3. Smart Operations, 4. Smart Products, 5. Data-Driven Services, 6. Employees |
KPMG [88]. | Digital Business Aptitude (DBA) | 1. Strategy, 2. Governance, 3. Talent, 4. Process, 5. Infrastructure |
Li et al. [89]. | Altimeter’s Digital Maturity Assessment | 1. Customer Experience, 2. Leadership and Culture, 3. Marketing and Sales, 4. Technology and Innovation, 5. Data and Analytics |
McKinsey (internal source) | Digital Quotient (DQ) | 1. Strategy, 2. Culture, 3. Organization, 4. Capabilities |
Runfrictionless [90]. | BSC’s The Digital Acceleration Index (DAI) | 1. Business Strategy Driven by Digital, 2. Customer offer and Go-To-Market, 3. Operations, 4. Support Functions, 5. New Digital Growth, 6. Changing Ways of Working, 7. Leveraging the Power of Data and Technology, 8. Integrating Ecosystems |
Runfrictionless [90]. | Digital Transformation Framework | 1. Digitize the Customer Experience, 2. Digitize the Products and Services, 3. Digitize Operations, 4. Digitize the Organization |
Runfrictionless [90]. | Industry 4.0 Digital Operations Self-Assessment | 1. Business Models, Product and Service Portfolio, 2. Value Chain and Processes, 3. Market and Customer Access, 4. IT Architecture, 5. Organization and Culture, 6. Compliance, Legal, Risk, Security and Tax |
Runfrictionless [90]. | Digital Transformation Framework | 1. Customer Experience, 2. Operational Processes, 3. Business Model, 4. Digital Capabilities |
Schuh et al. [91]. | Industry 4.0 Maturity Index | 1. Information Systems, 2. Culture, 3. Process, 4. Organizational Structure |
Tmforum [92]. | Digital Maturity Model | 1. Strategy, 2. Customer, 3. Operations, 4. Technology, 5. Organization and Culture |
Tmforum [93]. | Open Digital Framework (ODF) DMM Readiness Check Assessment | 1. Information Systems, 2. Deployment and Runtime, 3. Implementation, 4. Governance |
Tmforum [94] | Digital Maturity Model | 1. Strategy, 2. Customer, 3. Operations, 4. Technology, 5. Data, 6. Culture |
World Economic Forum [95]. | Digital Competency Framework | 1. Company Transformation, 2. Market Transformation, 3. Digital Workforce Transformation |
Dimensions | Sub-Dimensions | Number of Times Existing in Other Models (Academic) | Number of Times Existing in Other Models (Consultancy) |
---|---|---|---|
1. Digital Strategy | 1.1. Vision | 0 | 0 |
1.2. Leadership | 3 | 3 | |
1.3. Strategies | 6 | 11 | |
1.4. Business Model | 2 | 3 | |
1.5. Operating Model | 0 | 0 | |
2. Digital Value | 2.1. Create Value (Innovation) | 7 | 10 |
2.2. Deliver Value | 3 | 9 | |
2.3. Capture Value | 3 | 11 | |
3. Digital Processes | 3.1. Process Architecture and Business Process Management | 0 | 0 |
3.2. Value Chains (E2E Processes) | 0 | 2 | |
3.3. Core Processes | 16 | 13 | |
3.4. Management and Support Processes | 0 | 4 | |
4. Digital Technology and Data | 4.1. Data Analytics | 2 | 6 |
4.2. MIS and Applications | 4 | 12 | |
4.3. Security and Risk Management | 0 | 3 | |
5. Digital Work | 5.1. Working Style | 0 | 2 |
5.2. Skills and Capabilities | 3 | 4 | |
5.3. Training and Development | 0 | 1 | |
5.4. Collaboration | 3 | ||
6. Digital Governance | 6.1. Organization and Roles | 4 | 2 |
6.2. Ecosystem | 2 | 2 | |
6.3. Program Management | 6 | 4 | |
6.4. Culture | 6 | 10 | |
6.5. Ethics | 0 | 0 |
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Aras, A.; Büyüközkan, G. Digital Transformation Journey Guidance: A Holistic Digital Maturity Model Based on a Systematic Literature Review. Systems 2023, 11, 213. https://doi.org/10.3390/systems11040213
Aras A, Büyüközkan G. Digital Transformation Journey Guidance: A Holistic Digital Maturity Model Based on a Systematic Literature Review. Systems. 2023; 11(4):213. https://doi.org/10.3390/systems11040213
Chicago/Turabian StyleAras, Arzu, and Gülçin Büyüközkan. 2023. "Digital Transformation Journey Guidance: A Holistic Digital Maturity Model Based on a Systematic Literature Review" Systems 11, no. 4: 213. https://doi.org/10.3390/systems11040213