Digital Maturity

As organizations undertake DX (digital transformation), various aspects of the journey become crucial. To commence such a journey and before a roadmap is devised, understanding the current state of affairs with respect to digital maturity is very important. We will address:

1. What is digital maturity?
2. How is digital maturity related to DX and organization success?
3. Why is determining the starting position important?
4. Benefits of digital maturity models
5. How to go about this maturity assessment?
6. A typical journey of DX
7. Various models available
8. A simple framework (for those without access to frameworks)

What is digital maturity?

A digital maturity framework or model is a structured approach used to assess and evaluate an organization's level of readiness and capability to leverage digital technologies effectively. It provides a systematic way to understand where an organization currently stands in its digital journey and identifies areas for improvement to achieve desired digital transformation goals.

Typically, a digital maturity framework consists of several dimensions or domains that are critical for digital success, such as strategy, leadership, culture, technology, customer experience, operations, and innovation. These dimensions are assessed based on predefined criteria or indicators, and organizations are scored or categorized according to their maturity level in each area.

Digital maturity denotes an organization's advancement in leveraging digital technology to optimize and revolutionize its operations, products, and services. This encompasses several factors, including the integration of digital tools and processes, the efficacy of digital strategies and implementation, and the organization's agility in navigating digital transformations.

The interpretation of digital maturity varies across organizations due to differing digital capabilities and needs. Nonetheless, it serves as a yardstick for benchmarking, evaluating, and contrasting the effectiveness of digital technology across businesses. Digital maturity represents only a segment of organizational maturity, which extends to evaluating aspects like HR, change management, and financial operations. Digital maturity frameworks help organizations to undertake DX (digital transformation) effectively and realize the full benefits.

How do digital maturity and digital transformation intersect?

Digital transformation and digital maturity are intertwined yet distinct concepts. While digital maturity serves as a gauge for evaluating the success of digital transformation efforts, it doesn't delineate the strategies employed to achieve such transformation.

Digital maturity evaluates an organization's advancement in realizing its digital objectives, spanning various facets such as technology utilization, data literacy, and innovation. To grasp digital maturity, organizations must scrutinize both their present status and future potential for digital evolution, considering factors like technological innovation, enhancement of customer experiences, and operational efficacy.

In the context of digital transformation endeavors, digital maturity serves as a valuable yardstick for measuring progress. It illuminates the organization's journey thus far and illuminates areas ripe for enhancement. By leveraging digital maturity assessments, organizations can pinpoint deficiencies and unearth opportunities for further digital transformation, allowing them to channel resources and efforts towards initiatives that promise maximal returns.

Within digital transformation initiatives, businesses often employ the concept of digital maturity to gauge their strides in attaining transformation objectives. By gauging an organization's adoption of novel digital methodologies, digital maturity offers insights into the extent of transformation achieved.

Relationship between digital maturity and orgn success

1. Organizations that are more digitally mature derive greater benefits from DX effort.
2. In higher maturity organizations, the DX effort is twice as broad as that of lower maturity ones, as per a Deloitte survey.
3. When a company is digitally mature, it can reap the benefits of transformation more effectively. Comparing themselves against the industry averages, they can see how the benefits of efficiency, reliability, and availability create more value for a company.
4. A key fact motivates some leaders’ commitment to digital transformation: a higher level of digital maturity is associated with better financial performance. One of Deloitte's surveys says that higher-maturity organizations reported that their net profit margin and revenues were significantly above the average in their industry, compared to 17 and 19 percent respectively of lower-maturity organizations.

Why is this assessment of starting level important?

The assessment of digital maturity or starting position is crucial for several reasons:

1. Identifying Strengths and Weaknesses: Assessing digital maturity helps organizations understand their current capabilities and limitations in leveraging digital technologies. It allows them to identify areas where they excel and areas where improvement is needed.

2. Setting Realistic Goals: By knowing where they stand in terms of digital maturity, organizations can set realistic and achievable goals for digital transformation. This ensures that objectives are aligned with the organization's current capabilities and resources.

3. Prioritizing Initiatives: Digital maturity assessments help prioritize digital initiatives based on their potential impact and the organization's readiness to undertake them. This prevents organizations from pursuing initiatives that may be beyond their current capabilities or resources.

4. Allocating Resources Effectively: Understanding digital maturity enables organizations to allocate resources—such as budget, talent, and technology—more effectively. It ensures that investments are targeted towards areas that will deliver the greatest return on investment and drive meaningful progress in digital transformation.

5. Benchmarking Progress: Assessing digital maturity provides a baseline against which organizations can measure progress over time. It allows them to track advancements, identify trends, and evaluate the effectiveness of their digital transformation efforts.

6. Informing Strategic Decision-Making: Insights from digital maturity assessments inform strategic decision-making at all levels of the organization. They help leaders make informed choices about technology investments, organizational structure, talent development, and change management initiatives.

7. Mitigating Risks: Understanding digital maturity helps organizations identify potential risks and challenges associated with digital transformation. It allows them to proactively address these risks and develop strategies to mitigate them, reducing the likelihood of project failures or setbacks.

Benefits of Digital Maturity Models

Here are four ways in which a digital maturity model can bolster business growth:

1. Enhanced Product Quality:

A digital maturity model empowers product teams to discern optimal ways of leveraging technology and processes to enhance product quality. It facilitates improved design and development processes, streamlined testing and quality assurance, enhanced collaboration and communication, and heightened visibility and transparency. By harnessing digital tools and processes, organizations can expedite product design, automate testing procedures, foster collaboration, and gain deeper insight into the development process. Consequently, this can lead to more efficient and precise design, consistent product quality, and enhanced coordination and decision-making.

2. Improved Efficiency:

Digital maturity models aid organizations in identifying optimal methods for leveraging digital technologies and processes to enhance efficiency across the board. By assessing their current digital maturity level, businesses can pinpoint areas necessitating investment in new tools and practices. This may involve leveraging machine learning or analytics to automate processes, integrating systems for end-to-end visibility, or deploying cloud-based solutions to expedite product development. However, the success of digital tools hinges on effective employee utilization. Merely possessing competency and knowledge is insufficient; organizations achieve peak efficiency from their digital implementations when all employees possess instinctive confidence in the tools provided.

3. Employee Upskilling:

Digital maturity models facilitate the identification of specific digital skills and knowledge required by employees to excel in their respective roles. Organizations can address these skill gaps through targeted training initiatives aimed at equipping employees with the proficiency to effectively utilize digital tools and processes. This may entail investing in employee development programs such as training courses, certification initiatives, or on-the-job learning opportunities. By prioritizing employee upskilling, businesses can enhance proficiency in digital tools and processes, ensuring employees possess the requisite skills to harness emerging technologies and remain competitive in a rapidly evolving market landscape. This, in turn, can foster improved efficiency, productivity, customer experiences, and innovation within the organization.

4. Enhanced Customer Experience:

Digital maturity models enable organizations to identify avenues for leveraging digital technologies to enrich the customer experience. Digitally mature organizations adeptly utilize data-driven insights and digital tools to craft personalized customer experiences across diverse channels like websites, mobile apps, social media, and in-store interactions. By investing in digital maturity and upskilling their workforce, organizations can deliver personalized product recommendations, execute targeted marketing campaigns, and optimize customer service processes. This commitment to leveraging digital technologies fosters a truly differentiated customer experience, bolstering customer loyalty and setting organizations apart from their competitors.

How to go about this assessment?

Several techniques are used to assess the current digital maturity of organizations. Some common techniques include:

1. Digital Maturity Models: These models provide a structured framework for assessing various aspects of digital maturity across different dimensions, such as strategy, technology, culture, and operations. Examples include the MIT Digital Maturity Model and the Deloitte's framework.

2. Surveys and Questionnaires: Surveys and questionnaires are often used to gather data from employees, leaders, and stakeholders within an organization. These surveys typically cover a range of topics related to digital capabilities, practices, and perceptions, allowing organizations to gauge their current state of digital maturity.

3. Benchmarking: Benchmarking involves comparing an organization's digital capabilities and practices against those of its peers or industry standards. This comparative analysis helps identify areas of strength and weakness and provides insights into best practices and areas for improvement.

4. Key Performance Indicators (KPIs): Defining and tracking specific KPIs related to digital transformation can provide insights into an organization's progress and maturity. KPIs may include metrics such as digital revenue growth, customer engagement levels, adoption of digital technologies, and employee digital skills development.

5. Digital Readiness Assessments: These assessments evaluate an organization's readiness to embrace digital technologies and undergo digital transformation. They may involve evaluating factors such as leadership support, organizational culture, technological infrastructure, and change management capabilities.

6. Workshops and Focus Groups: Workshops and focus groups bring together stakeholders from different parts of the organization to discuss and assess digital maturity collaboratively. These interactive sessions allow for the exchange of ideas, identification of challenges, and alignment on priorities for digital transformation.

7. Expert Consultations: Engaging external consultants or subject matter experts can provide valuable insights and perspectives on an organization's digital maturity. These experts can conduct assessments, audits, and interviews to assess current capabilities and recommend strategies for improvement.

8. Digital Maturity Assessments: Digital maturity assessments are comprehensive evaluations of an organization's digital capabilities, practices, and culture. They typically involve a combination of the above techniques, customized to the specific needs and context of the organization.

By leveraging these techniques, organizations can gain a comprehensive understanding of their current digital maturity levels, identify areas for improvement, and develop targeted strategies to drive digital transformation effectively.

A typical journey of DX

1. Assess Current State: By evaluating various aspects of digital readiness, organizations can gain insights into their strengths and weaknesses in adopting digital technologies and practices.

2. Identify Gaps and Opportunities: Digital maturity frameworks highlight areas where the organization may be lagging behind or where there are opportunities for improvement. This helps prioritize initiatives and investments to drive digital transformation effectively.

3. Set Goals and Priorities: Based on the assessment results, organizations can define clear goals and priorities for their digital initiatives. This ensures alignment with business objectives and focuses efforts on areas with the highest potential impact.

4. Track Progress Over Time: Digital maturity frameworks provide a baseline for measuring progress and monitoring improvements over time. Organizations can track their advancement along the maturity continuum and adjust strategies as needed to stay competitive in a rapidly evolving digital landscape.

5. Inform Decision-Making: Insights from digital maturity assessments inform decision-making at all levels of the organization, from strategic planning to resource allocation to operational execution. They help leaders make informed choices about technology investments, talent development, and organizational change initiatives.

What are the various maturity models available?

Deloitte's Model

Deloitte's Digital Maturity Model stands out as an innovative tool tailored to gauge an organization's digital maturity level. Developed collaboratively with the TM Forum and fortified by insights from diverse industry partners, this model is versatile, catering to various large enterprises. It centers on five pivotal domains: culture, customers, strategy, technology, and operations. Within these domains, the model incorporates numerous specific criteria to aptly assess an organization's digital maturity.

However, it's imperative to recognize that while the Digital Maturity Model offers valuable insights, it doesn't constitute a holistic digital transformation framework. Its primary function is to evaluate an organization's digital maturity at a particular juncture rather than charting out a roadmap for digital transformation. While it serves as a valuable tool for gauging the current digital maturity level, it doesn't provide comprehensive guidance for executing a successful digital transformation initiative.

How this model powers DX?

Deloitte's approach integrates the DMM seamlessly into full-scale digital transformation (DX) projects, outlining a comprehensive three-stage process.

1. Imagine: In the initial planning stage, organizations engage in visionary thinking facilitated by the DMM. By evaluating current strengths and weaknesses, the DMM directs the project team's focus towards strategic interventions aimed at maximizing outcomes. This ensures that planning remains strategic rather than haphazard, aligning big ideas for digital technologies with actionable strategies.

2. Deliver: Transitioning from ideation to action, the organization transforms concepts and data into tangible plans. The DMM is once again employed to project the anticipated impact of DX project delivery. During this "deliver" stage, a thorough review of existing maturity benchmarks is conducted, establishing clear success criteria for the digital transformation initiatives.

3. Run: With the proposed changes implemented, the organization enters the final execution phase, witnessing the effects and challenges of the solution firsthand. At this juncture, the change management team conducts a comprehensive assessment of digital maturity benchmarks. Armed with transparent records of digital progress, the organization can evaluate the project's business value and strategize for future digital endeavors effectively.

A note on Deloitt'e Pivots

1. Becoming a digital enterprise means addressing the 7 pivots. Deloitte's research says that the digital pivots have greater impact when executed in concert rather than selectively. And the greatest benefit comes to organizations that apply them widely—across multiple business functions.
2. Digital maturity increases as pivots are applied in more business functions
3. An orgn's digital maturity correlates with the scope of its DX effort. Lower-maturity companies tend to think of digital transformation in narrow terms—for instance, as simply supporting omnichannel customer interaction or investing in robotic process automation for call centers. Higher-maturity companies tend to have a more expansive view.

All the pivots are important, but three are foundational: They make it possible to execute the other pivots more effectively. They also lend themselves to broad application across all business functions. These are flexible, secure infrastructure; data mastery; and digitally savvy, open talent networks.

Early Investment in Flexible, Secure Infrastructure pivot entails establishing a technology infrastructure that effectively balances security and privacy requirements while remaining adaptable to fluctuating business demands and facilitating the development of new capabilities with agility. This involves several key components, including the adoption of cloud infrastructure, embracing agile/DevOps methodologies, prioritizing the development and utilization of technology platforms over ad hoc applications, and implementing a robust cybersecurity strategy, among other elements. The IT function naturally assumes leadership in this pivot, undertaking it with a fervent commitment to achieving organization-wide adoption.

Data Mastery: Another pivotal aspect is data mastery, which revolves around leveraging data and analytics to unearth insights that enhance organizational efficiency and enable effective pursuit of new business opportunities. Data mastery transcends the mere establishment of "data lakes" or empowering senior leadership with enhanced decision-making capabilities. Instead, it entails the seamless flow of structured and unstructured data throughout organizational processes, empowering decentralized decision-making at the enterprise's peripheries. The value derived from data mastery largely stems from democratizing micro-insights, making them readily accessible to individuals and processes across the enterprise.Achieving data mastery necessitates a concerted, organization-wide endeavor, often spearheaded by a chief data officer, to identify and evaluate data assets and cultivate or procure (with IT support) the requisite platforms and competencies.

Nurturing Talent for Transformation Talent plays a pivotal role in digital transformation endeavors. Research conducted by Deloitte and MIT Sloan Management Review highlights talent acquisition, training, and retention as the primary operational and cultural challenges faced by organizations in the digital transformation landscape. Consequently, the digitally savvy, open talent networks pivot amalgamates various practices aimed at granting organizations access to the right talent at the right time. These practices encompass retooling training programs to emphasize digital competencies, adopting more flexible, contingent talent models to swiftly access in-demand skill sets, and flexibly adjusting the organization's workforce based on evolving business needs.

BCG's Digital Acceleration Index

The Boston Consulting Group (BCG) annually publishes the Digital Acceleration Index (DAI), a comprehensive digital transformation survey. Utilizing 42 metrics, the DAI evaluates digital maturity levels across companies, enabling insightful comparisons. BCG recommends leveraging the DAI in two key ways: firstly, as a tool for benchmarking capabilities during the planning phase of digital transformation endeavors, and secondly, to assess strengths within the existing business model.

By pinpointing areas ripe for progress towards complete digital maturity, the DAI empowers organizations to direct their focus effectively. Successfully employed across diverse sectors such as energy, aerospace, insurance, and mining, the DAI has proven instrumental in guiding strategic initiatives. BCG's report, encompassing over 2,000 companies, underscores the resilience of digitally mature entities in tumultuous environments. Dubbed "bionic companies," these digitally adept organizations adeptly integrate disruptive technology trends with conventional operations.

Moreover, BCG's findings underscored the correlation between digital maturity and business growth, shedding light on the specific technologies driving substantial benefits. By embracing the DAI, organizations gain deeper insights into their digital maturity levels, enabling them to unearth opportunities for enhancement and innovation.

Benchmarking with Google and BCG

Collaborating with the Boston Consulting Group (BCG), Google has developed the Digital Maturity Benchmark tool aimed at assisting businesses in evaluating the digital maturity of their marketing processes. This tool, leveraging BCG's data-driven insights, assesses a business's digital performance across five crucial areas: Analytics and measurement, Assets and ads, Audience, Access, and Automation. By utilizing the Digital Maturity Benchmark tool, businesses gain insights into their current digital performance and pinpoint areas for enhancement. The tool categorizes digital processes into four maturity stages, enabling businesses to gauge their progress and strategize their next moves effectively. This resource proves invaluable for businesses seeking to optimize their marketing endeavors and maintain competitiveness amid the swiftly evolving digital landscape.

The four stages of maturity outlined by the Digital Maturity Benchmark tool are as follows:

1. Nascent: At this stage, marketing campaigns heavily rely on external data and direct buys, with limited integration with sales. Consequently, campaigns may lack optimization and integration with the broader marketing and sales efforts of the organization.

2. Emerging: Marketing campaigns at this level begin to leverage owned data and automated buying, focusing on optimizing and testing single channels. Although an improvement over the nascent stage, the organization may still underutilize data and technology to drive sales and engagement effectively.

3. Connected: Fully integrated and activated across channels, campaigns at this stage demonstrate a clear link to key performance indicators such as return on investment (ROI) or sales proxies. The organization effectively utilizes data and technology to optimize marketing performance and drive business results, demonstrating a sophisticated understanding of customers.

4. Multi-Moment: At the pinnacle of digital maturity, campaigns are dynamically executed across multiple channels, prioritizing individual customer outcomes and transactions. Here, organizations harness data and technology to deliver highly personalized and effective marketing experiences that yield tangible business results.

Grossman's Four Stages of Digital Maturity

Offering a broader perspective on businesses, Grossman delineates four primary stages of digital maturity, ranging from incidental impacts to optimized utilization of technology.

1. Incidental: At this initial stage, companies exhibit some digital transformation activities but lack cohesive coordination, strategy, and a holistic approach. Issues such as data silos are prevalent, and the effects of digital initiatives are often serendipitous rather than intentional.

2. Intentional: In the intentional stage, companies demonstrate a more purposeful approach, possessing a clear vision and direction for their digital projects. While their overall capabilities are evolving, challenges such as departmental disconnection and limited collaboration among internal stakeholders persist.

3. Integrated: Companies reaching the integrated stage have successfully deployed cutting-edge technology, guided by a coherent and integrated plan. These plans have been firmly entrenched, and organizations are beginning to reap the benefits of leveraging digital transformation to fuel growth.

4. Optimized: At the pinnacle of digital maturity, organizations are recognized as leaders in digital transformation. They derive significant benefits from digital solutions, implementing standardized approaches and committing to continuous technological advancement.

A Simple Framework

If you don't have access to the big 5 consulting companies, don't despair. You can still use a simple framework outlined below to get a quick snapshot of where you are. This consists of 12 factors or dimensions which drive the digital maturity. Every factor can manifest in any of the 5 levels and it has a specific name/characteristic for each level. They are:

Culture

• Sceptical: Staff are wary of digital and try to avoid it.
• Respectful: Staff are happy that specialists are dealing with digital.
• Participative: The organisation understands the value of digital and wants to learn more.
• Inclusive: Digital is seen as key to success and incorporated into everything.
• Fundamental: Digital is the principal way to engage supporters and advance our mission.

Leadership

• Minimal: There’s no clear digital leadership at any level.
• Restricted: The digital lead is confined to a mostly tactical role.
• Supported: The digital lead is able to be strategic, when time allows.
• Elevated: At least one senior digital lead exists, and digital leadership is actively invested in.
• Intrinsic: Digital is an integral part of the overall strategy and digital leadership is present at all levels and departments.

Budget

• Survival: The budget only covers the bare essentials, such as website hosting.
• Maintenance: The budget supports the current setup but doesn’t allow for improvements.
• Experimenting: The budget allows for the testing of new ideas in priority areas.
• Growth: The budget supports increasingly digital ways of thinking and doing.
• Sustainable: A healthy budget for the ongoing evolution of digital operations increases impact.

Innovation

• Deprioritised: Innovation is not considered important, or is not happening at all.
• Ad hoc: Innovation occasionally happens as part of existing projects.
• Small-scale: There is innovative re-imagining of some aspects of products or services.
• Coordinated: Joined-up innovation is evolving the organisation.
• Embedded: A structured innovation programme is creating transformational change.

Talent

• Responsibility: One or more digital staff look after the website and email. They may not have a digital background or skillset.
• Expertise: Basic digital functions are covered by people with specialist skills and experience.
• Team: There’s a central team of digital specialists, with some digital delivery in other teams.
• Function: There’s a senior digital lead and a team, with growing digital opportunities in other teams.
• Capability: Senior digital leadership leads strategy across the organisation with effective delivery teams.

Learning

• Skill-sharing: Digital experts teach others on an ad-hoc basis. The training budget is very small.
• Building literacy: There’s a small budget for basic digital skills in digital expert roles.
• Centralised: There’s training across all teams in my organisation to normalise digital skills.
• Multi-layered: Digital upskilling is a priority for all. Teams understand their role in the digital change.
• Cultural: Organisation’s L&D people lead on the development of digital skills and behaviours at all levels of my organisation.

Project Delivery

• Inconsistent: Project management is done differently for different projects.
• Basic: Some common project management principles are used.
• Progressing: Projects are managed through a structured but often lengthy process. This does not suit every area of activity in an organisation.
• Developing: Agile project management principles and practice are used, mostly on digital projects and products. There is a launch, test and improve approach.
• Impactful: Agile principles are consistently used in all projects to empower multi-skilled teams, improve efficiency and increase impact.

Technology

• Primitive: Systems are limited in scope and aren’t integrated. They may be insecure.
• Outdated: Systems aren’t keeping up with the needs of the organisation.
• Keeping up: Systems are stable and enable basic operations.
• Effective: Tools and systems are delivering regular improvements in effectiveness.
• Leading edge: Interconnected tools and systems provide a smooth, effective internal and external user experience.

Data

• Chaotic: Data in the organisation is scattered and online and offline activity data is used in isolation from each other.
• Understood: Data is seen as important for the organisation. Quality and use is improving in some areas of work.
• Developing: There’s a clear policy for data management. Data is integrated across most areas of work and analysed.
• Literate: Quality, integrated data is used across much of the organisation to understand performance of activities.
• Driven: Live data is used across the organisation to shape performance, decisions and strategy.

Reporting

• Sporadic: KPIs exist, but progress is only reported at the senior level. There is not much clarity on how they illustrate progress.
• Tactical: Relevant KPIs are set and reported against, but the lessons aren’t always used in planning.
• Aggregated: Performance data is collected and joined up, but is hard to access.
• Integrated: Holistic performance data is quickly and easily accessible.
• Real-time: Holistic performance data is always available and is used in planning and to make decisions.

Insights

• Gathering: Insights are gathered and used in a silo of a team that commissioned them.
• Understanding: Insights from more than one source are combined to build understanding.
• Analysing: Knowledge about who people are is combined with behavioural insights.
• Acting on: Insights are used to shape planning and delivery. Some products are optimised based on data analysis for better results.
• Learning from: All work and strategy are grounded in rich, up-to-date insight distilled from the holistic data pool and optimised to improve results and impact.

Systems

• Inefficient: Some systems have been digitised but we still have inefficient systems as automation has not been utilised.
• Inconsistent: Some excellent digital tools are available but their take-up has been patchy due to the lack of staff engagement.
• ?Discretional: Good digital tools are available, with onboarding and support on request.
• Effective: There is an investment in digital tools that improve the working lives of staff who are engaged in the design of technology and processes.
• Efficient: A comprehensive suite of connected digital tools, co-designed with affected staff is widely used. Automation/AI significantly reduces repetitive tasks.

Important Notes:

• Before undertaking a DX, ensure that most factors (out of these 12) are >= 3.
• The 4 most important ones are: Leadership, Systems, Data and Technology.
• A DX roadmap should include elevating those dimensions that are in level 1/2 to an acceptable level so that they do not impede the DX journey.
• As the DX journey progresses, in order to realize full benefits, all factors should be in synch.

Types of Digital Maturity Models

Selecting the appropriate digital maturity model is crucial for gaining a comprehensive and balanced understanding of an organization's technological landscape. However, determining the most suitable model can sometimes be challenging due to the diverse range of available approaches.

For instance, the Google/BCG approach offers broad applicability, making it suitable for businesses of varying sizes. Conversely, models like the 2022 Digital Transformation Maturity Model, featured in the OECD Tax Administration Maturity Model Series, have more niche applications, such as national tax administration systems, limiting their relevance outside of specific contexts.

Renowned IT consultant Dave Rutkowski categorizes digital maturity models into three main types: generic, industry-agnostic, and industry-specific.

1. Generic: A generic digital maturity model provides a straightforward framework for assessing an organization's digital capabilities, typically graded on a scale from basic to advanced proficiency levels. It evaluates the organization's ability to harness technology for enhancing operations, optimizing processes, and delivering value to customers. While generic models offer broad applicability across industries, they may overlook intricate details within complex organizational structures.

2. Industry-Agnostic: An industry-agnostic digital maturity model represents a more refined version of the generic model, considering multiple facets of an organization, including strategy, operations, people, processes, and technology. This model provides a deeper insight into how companies can enhance digital maturity across various business structures, offering a clearer perspective on potential areas for improvement.

3. Industry-Specific: An industry-specific digital maturity model delves into the unique nuances and contexts within a particular industry. It examines the distinctive characteristics of the industry and explores how digital technologies can address specific challenges and opportunities within that sector. This tailored approach allows organizations to gain a comprehensive understanding of their industry's requirements, enabling informed decision-making and strategic planning.

To Sum up:

• Overall, digital maturity frameworks serve as valuable tools for guiding organizations through their digital transformation journey.
• Irrespective of the model, an organization that is on the verge of DX should benchmark itself to ensure the digital roadmap is relevant and the investments are going in the right direction.
• Remember to do the assessment periodically to check if the DX program is enabling the organization further.