Towards a Maturity Model for Digital Strategy Assessment

Korachi, Zineb; Bounabat, Bouchaïb

doi:10.1007/978-3-030-36674-2_47

Cited by 16 publications

(10 citation statements)

References 21 publications

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“…The data was structured as follows: country; the title of the policy document describing measures to encourage the application of digital technologies in the industry; key national-level development areas in the sector and the tools used to support digitalization. Using theoretical and practical approaches [Brown, Brown, 2019;Korachi, Bounabat, 2019;Lichtenthaler, 2020], the stages of the digital transformation in the industry were identified, the progress in implementing them in the sample countries described, and a list of the main quantitative indicators drafted. Data sources included the World Bank [World Bank, 2021], the US Energy Information Administration [DOE, 2021], the Statista [Statista, 2021a,b,c] and Autostat 4 portals, and various scientific and analytical publications.…”

Section: Methodology and Design Of The Studymentioning

confidence: 99%

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2021

Foresight and STI Governance

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The growing share on the aerospace market is due to the increased supply of aircraft components, primarily engines (Figure 5).The changes in the global AM markets' "design" among other things have been caused by the implementation of industrial policies aimed at increasing competitiveness and accelerating growth through structural reforms. However, countries' priorities and implementation methods vary significantly. Industry 4.0 radically changes the understanding of industrial policy vector and stakeholders [Reischauer, 2018]. Germany, China, and the US are striving to maintain leadership by increasing value added in the manufacturing industry. France and Japan localize production, increase its sustainability, and reduce the negative effects of high labor costs. France aims to modernize its manufacturing basis and retain AM leadership, provided it can contain labor costs growth and related social factors [Blanchet et al., 2016]. Russia's industrial policy is mostly vertical in nature, providing selective support and "appointing champions" -industries Таble 1. Classification of AM markets Group Number of markets Composition Share in aggregate AM market (%) Industry 3.0 3 Electronics, optoelectronics, ICT 63.2 Industry 4.0 4 Additive manufacturing, biotechnology, life sciences, flexible production (including robotics) 27.2 Other* 4 New materials, aerospace, nuclear technologies, armaments 9.6* Products not directly related to Industry 3.0 and 4.0. COMTRADE data includes only public information on international trade in armaments. Thus the above estimates do not reflect this market's actual size. However, using this approach makes sense for two reasons. Other available data allows to estimate the overall arms market size without breaking it down into product types (e.g. the SIPRI Arms Transfers Database project). For us, it's important to consider structural shifts not only between markets but also within them, at the level of specific product groups. In line with the adopted approach, the arms market comprises not only armaments and their parts, but also prismatic infrared binoculars, optical telescopes, periscopes, navigation logbooks, and depth sounding equipment.. Source: authors. *To analyse the changes in the aggregate AM market situation, we selected countries at different stages of economic development according to the World Bank classification, including: developed, newly industrialised, and emerging ones, and the BRICS group. Sources: authors' calculations based on COMTRADE data and HS 2002 classification.Таble 4. Selected countries' shares in global imports of advanced AM products (%)*

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Section: Methodology and Design Of The Studymentioning

confidence: 99%

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2021

Foresight and STI Governance

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“…Korachi and Bounabat (2019a) provide a digital transformation maturity model called MMDSA (Maturity Model for Digital Strategy Assessment). This maturity model is composed of 3 maturity levels: Top-Down Strategy (IT is used as a tool to support business process), Bottom-up Strategy (business processes can be changed to take advantage of ITs) and IT Governance (Definition of procedures that ensure the effective and efficient use of ITs to achieve business performance) (Korachi and Bounabat, 2019a). MMDSA is a general maturity model that can be used in all digital transformation contexts.…”

Section: Detailed Literature Review Of Existing Digital Transformatiomentioning

confidence: 99%

“…Alignment between IT and business is the main purpose of the digital transformation strategy as well. Organizations that achieving alignment between IT and business, have a high level of digital transformation maturity (Korachi and Bounabat, 2019a).…”

Section: It Governance Driving Digital Transformationmentioning

confidence: 99%

“…To test the above hypothesis, an analysis and comparison of the cited digital strategies were conducted and presented in Table 3. The comparison is done based on the identification of the maturity level of these strategies using the Maturity Model for Digital Strategy Assessment (MMDSA) (Korachi and Bounabat, 2019a). MMDSA is composed of 3 maturity levels: Top-Down Strategy, Bottom-up Strategy and IT Governance.…”

Section: Data Analysis and Preparationmentioning

confidence: 99%

“…Organizations with maturity level 2 take advantage of information technologies to improve business processes, Organizations with maturity level 3 define processes that ensure the effective and efficient use of information technologies in enabling the organization to achieve its goals and business performance (Korachi and Bounabat, 2019a). The third maturity level reflects the described condition in which the IT and business become one (Korachi and Bounabat, 2019a). Figure 2 shows the presence of indicators according to the maturity level of the digital strategy (indicators definitions is presented in Table 2).…”

Section: Data Analysis and Preparationmentioning

confidence: 99%

See 2 more Smart Citations

General Approach for Formulating a Digital Transformation Strategy

Korachi¹,

Bounabat²

2020

Journal of Computer Science

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To take advantage of information technologies, organizations need to define a clear strategy. Numerous works have provided definitions and phases of digital strategies. Some of these strategies are context-specific, while others deal with the common elements of digital strategies regardless of the digital transformation context. However, these works do not address a holistic approach. This raises ambiguity regarding digital strategy definitions and approaches. To eliminate this ambiguity, the current research tries to take advantage of existing digital strategies to propose a general digital strategy definition and build a general digital transformation approach. This work analyses various digital transformation strategies, to extract and classify their common elements in order to build a general approach that frame and drive the formulation of digital transformation strategies. To define such a general approach, the current paper analyses the effects of IT Governance and Management Strategy on the Digital Transformation Maturity. This analysis identified how IT Governance and Management Strategy can contribute to formulating a digital transformation strategy. Partial Least Square (PLS) was adopted in this research to develop an empirical evaluation for the case of 30 digital strategies and frameworks. Based on this empirical study several results have been presented in this work, namely: determination of a digital strategy definition and identification of a digital strategy approach.

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IT Management and Governance Framework for Formulating a Digital Transformation Strategy

Korachi

Bounabat

2022

Advances in Intelligent Systems and Computing

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Towards a Maturity Model for Digital Strategy Assessment

Cited by 16 publications

References 21 publications

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General Approach for Formulating a Digital Transformation Strategy

IT Management and Governance Framework for Formulating a Digital Transformation Strategy

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