Analysis of Digital Transformation Maturity Models

This paper considers the issues of the implementation of the digital transformation of industrial enterprises: the analysis of the existing model (AS IS) and planning the desired model (TO BE), depending on different conditions. The authors present the existing business models of digital transformation, reveal different approaches to classification, as well as their drawbacks from the point of view of practical application. In general, the models can be applied to diagnostics, but not to planning the desired state. The principle of classification of transformation models based on the life cycle of the market is proposed: monopoly, oligopoly, competition and monopsony. Firstly, the life-cycle approach allowed applying the author’s Dynamic Model of Changes in Corporate Strategies (Dynamics) to digital transformation. This model was proposed earlier for the classification of traditional business models. Secondly, the life-cycle approach allowed using the maturity models of the industry, strategies, product, processes, data etc. in order to build a planning algorithm for the desired business model. As a result of the lifecycle approach to the classification of business models, it was possible to develop an algorithm for diagnosing and planning the desired digital transformation model, taking into account the limitations of maturity levels and present it in the form of a Digital Dynamic Model of Corporate Strategy Changes (Dynamics).

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BIM Maturity Models Evaluated by Design Principles

Advances in Transdisciplinary Engineering - Transdisciplinary Engineering for Complex Socio-technical Systems – Real-life Applications ◽

10.3233/atde200111 ◽

2020 ◽

Author(s):

Cristine Ferraz ◽

Eduardo Rocha Loures ◽

Fernando Deschamps

Keyword(s):

Design Principles ◽

Digital Transformation ◽

Information Modeling ◽

Maturity Model ◽

Basic Design ◽

Maturity Models ◽

Fundamental Goal ◽

Building Information ◽

Technology Processes ◽

Selection Of

The adoption and structuring of Building Information Modeling (BIM) is currently one of the main goals of many Architecture, Engineering and Construction (AEC) companies, but this scenario is still vulnerable due to the numerous simultaneous challenges related to technology, processes and culture. This promotes a sometimes wordy environment when developing the fundamental goal, definitions, steps, and attack plans for implementing BIM. Due to these circumstances, this study proposes an approach to assess readiness and maturity models aligned with the organization’s strategic perspectives, discussing aspects of performance, applicability and usability. This work was developed from a systematic literature review of maturity models in 4 databases based on the ProKnow-C method. Its bibliometric analysis resulted in the selection of 23 articles, in which it was possible to evaluate 22 BIM maturity models and analyze them according to the structure of basic design principles supported by a descriptive and prescriptive purpose of use. Therefore, it is hoped that this research will allow companies in a simplified way to identify the maturity model that best fits the stage of the building’s lifecycle in which it is inserted, supporting it in assessment as a contribution to the beginning of the digital transformation journey.

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A Review of Maturity Models Perspective of Level and Dimension

Proceedings ◽

10.3390/proceedings2021074002 ◽

2021 ◽

Vol 74 (1) ◽

pp. 2

Author(s):

Haluk Gökşen ◽

Yılmaz Gökşen

Keyword(s):

Transformation Process ◽

Digital Transformation ◽

The Other ◽

Manufacturing Companies ◽

Maturity Models ◽

Other Hand ◽

Day By Day

The importance of adopting digital transformation for manufacturing companies is increasing day by day. In order to implement digital transformation process effectively, companies need tools based on Maturity Models (MM). This paper aims to present existing MMs in the literature in terms of their maturity levels and dimensions. According to the literature, it can be said that the maturity levels which are given in this study are similar to other categorical papers. On the other hand, the dimensions discussed herein represent more different perspectives than the maturity levels.

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Digital Transformation Maturity: A Systematic Review of Literature

Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis ◽

10.11118/actaun201967061673 ◽

2019 ◽

Vol 67 (6) ◽

pp. 1673-1687 ◽

Cited By ~ 2

Author(s):

Roman Teichert

Keyword(s):

Systematic Review ◽

Organizational Culture ◽

Literature Review ◽

Digital Transformation ◽

Digital Culture ◽

Review Of Literature ◽

Comprehensive Overview ◽

Maturity Models ◽

Holistic Concept ◽

Incomplete Picture

The goal of this paper is to present contemporary developments in the field of digital maturity models. By conducting a systematic literature review finally 24 relevant studies including 22 different models were identified and various characteristics of different digital maturity models were extracted. Focus was placed on the dimensions used to measure digital maturity in different model approaches. Special light was shed on organizational culture and to what extent it is represented in the models. Among other things, the findings indicate, that dimensions applied in various models can be very different and that just a few models incorporate transformational in addition to digital capabilities. In particular, organizational culture as a dedicated dimension of digital maturity is represented already in a few models, which indicates the growing importance of culture as an enabler of digital transformation efforts. Beside a comprehensive overview of the most widely used dimensions measuring digital maturity, a synthesis of the most frequently addressed cultural attributes is presented in this paper as well. This review finally reveals that most of the existing models give an incomplete picture of digital maturity, that cultural attributes reflecting a digital culture are not integrated systematically, and that digital maturity models specific to the domain of services are clearly under-represented. It also clearly demonstrates that research about digital transformation maturity as a holistic concept is scarce and needs more attention by research in the future.

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HIMSS Impact18: Leading Digital Transformation und Big Data in Medicine

kma - Das Gesundheitswirtschaftsmagazin ◽

10.1055/s-0036-1595398 ◽

2018 ◽

Vol 23 (09) ◽

pp. 25-25

Author(s):

Sabine Schützmann

Keyword(s):

Big Data ◽

Digital Transformation

Am 17. und 18. Oktober findet im Hasso-Plattner-Institut (HPI) in Potsdam zum zweiten Mal die HIMSS Impact statt: Ein englischsprachiges Symposium, welches aktuelle Trends im Gesundheitswesen, digitale Strategien und jüngste Forschungserkenntnisse beleuchtet.

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An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

Voprosy Ekonomiki ◽

10.32609/0042-8736-2020-6-37-55 ◽

2020 ◽

pp. 37-55 ◽

Cited By ~ 1

Author(s):

A. E. Shastitko ◽

O. A. Markova

Keyword(s):

Business Models ◽

Rapid Development ◽

Digital Transformation ◽

Market Definition ◽

Type I ◽

Type Ii ◽

Digital Platforms ◽

Advantages And Disadvantages ◽

Pass Through ◽

Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

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