Maturity Framework Enabling Organizational Digital Readiness

Machado, Carla Gonçalves; Almström, Peter; Öberg, Anna Ericson; Kurdve, Martin; Almashalah, Sultan Y.

doi:10.3233/atde200204

Cited by 6 publications

(12 citation statements)

References 15 publications

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“…The different aspects included in the set of readiness conditions were deployed into 50 questions, tested in a study conducted at one of the units of LC3 and reported by Machado et al (2020). After this initial study, the set of questions were reviewed, and a workshop was planned with a group of practitioners (managers, engineers and supervisors from different business units and areas) responsible for developing the LC3's global program for digital transformation.…”

Section: Methodsmentioning

confidence: 99%

Digital organisational readiness: experiences from manufacturing companies

Machado

Winroth

Almström

et al. 2021

JMTM

Self Cite

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PurposeThis research aims to identify and organise the conditions of organisational readiness for digital transformation.Design/methodology/approachThis qualitative study comprises three case studies within manufacturing companies from different sizes and industries located in Sweden. Plant visits and in-depth interviews bring to light companies' experiences with initial steps towards digital transformation. A set of conditions for digital organisational readiness was translated into a questionnaire and tested with one of the studied companies.FindingsThis paper organises and tests digital organisational readiness conditions to support companies' initial steps on digital transformation. The results are put in perspective of established change management theory and previous studies about digital transformation. The findings will conclude in a questionnaire to support dialogue and digital organisational readiness assessments.Research limitations/implicationsAdditional conditions for the initial phase of digital transformation could possibly be found if more cases had been included in the study.Practical implicationsThe article identifies a set of conditions translated into a questionnaire that should be used as a dialogue tool to create strategic alignment and support companies in their initial discussions. If this process can be faster and more efficient, the company can achieve a competitive advantage against competitors.Originality/valueThis research's relevance relies on the fact that companies are advancing in adopting digital technologies without being ready from an organisational perspective. This gap creates barriers for companies' digital maturing processes, stopping them from having full access to digital technologies' benefits.

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Section: Methodsmentioning

confidence: 99%

Digital organisational readiness: experiences from manufacturing companies

Machado

Winroth

Almström

et al. 2021

JMTM

Self Cite

View full text Add to dashboard Cite

show abstract

“…Next, there is no specific tool to measure/assess the readiness of disaster management agencies on the application of IR4.0 technologies for Sarawak Disaster Management Agencies (SDMAs). Machado et al (2020) have discovered that it is crucial to create a proper readiness framework to ensure that its digital maturity has evolved [39]. According to Schumacher et al ( 2016), readiness assessments are used before the maturing process, whereas maturity assessments are used to capture the current condition during the maturing process [40].…”

Section: Research Problemmentioning

confidence: 99%

“…According to Schumacher et al ( 2016), readiness assessments are used before the maturing process, whereas maturity assessments are used to capture the current condition during the maturing process [40]. In order for digital transformation to be successful, an organisation's readiness for change must be demonstrated [39]. Hence, creating a roadmap for organisational readiness for digital transformation begins with an evaluation of the company's current digital situation and capabilities and a determination of where technological and organisational adjustments are required [41].…”

Section: Research Problemmentioning

confidence: 99%

“…Due to the digital economy's rapid growth, the business sector must move fast towards digitalisation or risk falling behind its competitors [42]. Due to which the competitive industrial landscape is evolving as a result of digitalisation and the adoption of new technology for more flexible and resource-efficient manufacturing processes [39]. Besides, companies with good digital readiness generate significantly more revenue and profit than those with a lower level of digital readiness.…”

Section: Organizational Readiness/digital Transformationmentioning

confidence: 99%

“…Machado et al ( 2020) have discovered that it is critical to create a proper readiness framework to ensure that its digital maturity evolves [39]. Schumacher et al ( 2016) also state that readiness assessments are used before beginning the maturing process, whereas maturity assessments are used to capture the current condition during the maturing process [40].…”

Section: Organizational Readiness/digital Transformationmentioning

confidence: 99%

See 2 more Smart Citations

The Readiness Level of Sarawak Disaster Management Agencies (SDMAS) in Managing Disaster in the Advent of Fourth Industrial Revolution (IR 4.0)

Mahmud¹,

Sulaiman²,

Nazir³

et al. 2022

Proceedings of the Conference on Broad Exposure to Science and Technology 2021 (BEST 2021)

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The purpose of this research is to discuss the readiness level of Sarawak Disaster Management Agencies (SDMAs) during Fourth Industrial Revolution (IR4.0) and to examine the challenges of the IR4.0 transition for the state of Sarawak in managing the disaster. IR4.0 readiness in disaster management is described as the degree to which organisations are able to take advantage of IR4.0 technologies in managing the disaster. Therefore, conceptualisation or development of the IR4.0 readiness model is needed. It is crucial for organisations to self-assess their readiness towards IR4.0 to survive and thrive in the advent of the IR4.0. Regarding Disaster Management, there are several readiness models for IR4.0 that researchers have identified to assess the readiness of SDMAs in dealing with IR4.0 technologies. This ongoing research aims to discuss the readiness level of SDMAs in managing disaster in the advent of the IR4.0. Also, to examine the challenges of IR4.0 transition for the state of Sarawak in managing the disaster. The method used for this research is a closed ended questionnaire survey. Thirty (30) SDMAs have been selected to provide the respondent. Since this research is still ongoing, there are still no results and significant findings obtained yet. The current readiness level and IR4.0 transition challenges of SDMAs will be addressed at the end of this study. Therefore, this paper will explain the methodology used to achieve both objectives of this ongoing research.

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Diagnostics of Opportunities – A Dialogue Tool for Addressing Digital Factory Maturity

Ericson Öberg,

Goncalves Machado,

Stålberg

2024

Advances in Transdisciplinary Engineering

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For over 15 years, the concept of Industry 4.0, now transitioning into Industry 5.0, has been a focal point for the manufacturing sector. Yet, the success of companies in embracing digital transformation varies. There are numerous models and assessment tools for assessing digital readiness and maturity. Several models have been developed over the years, but firms also realize no “one-size-fits-all” exists when testing them. Previous studies show that firms must take charge of their own digital transformation (DT) journey to find a path that suits their specific needs.This qualitative paper is driven by a case study supported by a within-case analysis conducted with a heavy-machine industry with fourteen production plants worldwide – data collected from 2020 to 2023.Volvo Construction Equipment (Volvo CE), created Factory 4 Tomorrow (F4T) to address Industry 4.0. The central challenge for the F4T initiative was how to facilitate an inside-outside approach to identify an inclusive maturity model that emphasizes learning and collaboration. A diagnostic of opportunities model was created to aid the organisation’s transformation journey. It aimed to support all plants by evaluating their maturity in digital transformation, identifying gaps, and support in prioritising. Unlike traditional models that assess and compare plant levels, this model aimed to foster awareness and alignment, establishing a shared language. Thus, a unique model was explicitly crafted for the firm. The process of developing the model itself enhanced awareness and alignment. Therefore, this paper explores the development process - failures and successes - to compile a digital transformation maturity model tailor-made to a firm’s needs and goals. The objective is to offer comprehensive advice for firms to implement DT initiatives effectively in a way that suits them.

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Maturity Framework Enabling Organizational Digital Readiness

Cited by 6 publications

References 15 publications

Digital organisational readiness: experiences from manufacturing companies

Digital organisational readiness: experiences from manufacturing companies

The Readiness Level of Sarawak Disaster Management Agencies (SDMAS) in Managing Disaster in the Advent of Fourth Industrial Revolution (IR 4.0)

Diagnostics of Opportunities – A Dialogue Tool for Addressing Digital Factory Maturity

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