A Role-Based Maturity Model for Digital Relevance

Abstract

For several decades, maturity models have been regarded as a magic bullet for enterprises' economic growth processes. In these models, domains are structured and divided into (mostly linear) levels that are used as benchmarks for enterprise development. However, this approach has its shortcomings in the context of complex topics like digitalization. As we understand it, digitalization defines a conceptual approach to a phenomenon that is individually important and promising in different ways for different enterprises. Consequently, existing maturity models in their current form are not able to reproduce the full extent of digitalization for enterprises, as the models are too general-especially for SMEs of different sizes and from different sectors. In our research, we propose a maturity model approach that introduces the concept of roles as a possibility to depict enterprises' specific components, which are then added to a static core model. By doing so, the resulting maturity model is more flexible and scalable for SMEs' specific needs. Furthermore, we introduce a new assessment approach for defining whether improving digitalization is truly relevant and worthwhile for the enterprise.

Key Dimensions That Measure the Digital Maturity Levels of Small and Medium-Sized Enterprises (SMEs)

“…Businesses can conduct an assessment using a maturity model to measure a specific discipline's current level of maturity, enabling one to identify strengths, weaknesses, and opportunities for improvements to advance the current level (Proença & Borbinha, 2016). Bley and Schön (2019) defined a maturity model as a structured, systematic refinement of best practices and processes within a discipline related to functioning and structure. This allows for the prioritization of certain activities and ultimately achieving a higher level of maturity.…”

“…Key performance indicators are often used to measure digital maturity (Kotarba, 2016). Literature has identified that SMEs have expressed interest in using digital maturity models, which can be more cost-effective since financial constraints hinder them from undergoing digital transformation programs (Bley & Schön, 2019;Mittal et al, 2018). Despite the interest, these models repeatedly do not suit the requirements of SMEs (McMahon, 2012).…”

“…Consequently, maturity models are not widely adopted and implemented in business practice, despite the interest in these models (Felch et al, 2019). Maturity models that have been developed tend to be generalized, vague, or not precise, which allows SMEs to adapt it for their own needs (Bley et al, 2019). The literature identifies a lack of knowledge on digital transformation, which is reported to be a stumbling block for SMEs, resulting in an extensive task to determine the current and future digital transformation needs (Williams, et al, 2019).…”

Maturity model for determining digitalization levels within different product lifecycle phases

“…Before starting the digitalization of a manufacturing company, it is necessary to understand the current digital state of the company [9,10]. A maturity model can be used to determine the digitalization level.…”

Overcoming the Ivory Tower: A Meta Model for Staged Maturity Models

“…Economic development, the assumption of growth, and the ongoing transformation of processes increase the competitive pressure on enterprises of all sizes. Hence, they search for tools that can help determine their current benchmarking position or assess their subsequent performance compared to a predefined best-practice performance [1]. One famous example of these benchmarking tools is Maturity Models (MMs).…”