A Patient-Centered Framework for Evaluating Digital Maturity of Health Services: A Systematic Review

© Kelsey Flott, Ryan Callahan, Ara Darzi, Erik Mayer.Background: Digital maturity is the extent to which digital technologies are used as enablers to deliver a high-quality health service. Extensive literature exists about how to assess the components of digital maturity, but it has not been used to design a comprehensive framework for evaluation. Consequently, the measurement systems that do exist are limited to evaluating digital programs within one service or care setting, meaning that digital maturity evaluation is not accounting for the needs of patients across their care pathways. Objective: The objective of our study was to identify the best methods and metrics for evaluating digital maturity and to create a novel, evidence-based tool for evaluating digital maturity across patient care pathways. Methods: We systematically reviewed the literature to find the best methods and metrics for evaluating digital maturity. We searched the PubMed database for all papers relevant to digital maturity evaluation. Papers were selected if they provided insight into how to appraise digital systems within the health service and if they indicated the factors that constitute or facilitate digital maturity. Papers were analyzed to identify methodology for evaluating digital maturity and indicators of digitally mature systems. We then used the resulting information about methodology to design an evaluation framework. Following that, the indicators of digital maturity were extracted and grouped into increasing levels of maturity and operationalized as metrics within the evaluation framework. Results: We identified 28 papers as relevant to evaluating digital maturity, from which we derived 5 themes. The first theme concerned general evaluation methodology for constructing the framework (7 papers). The following 4 themes were the increasing levels of digital maturity: resources and ability (6 papers), usage (7 papers), interoperability (3 papers), and impact (5 papers). The framework includes metrics for each of these levels at each stage of the typical patient care pathway. Conclusions: The framework uses a patient-centric model that departs from traditional service-specific measurements and allows for novel insights into how digital programs benefit patients across the health system

Digital maturity variables and their impact on the enterprise architecture layers

This study examines the variables of digital maturity of companies. The framework for enterprise architectures Archimate 3.0 is used to compare the variables. The variables are assigned to the six layers of architecture: Strategy, Business Environment, Applications, Technology, Physical and Implementation and Migration. On the basis of a literature overview, 15 “digital maturity models” with a total of 147 variables are analyzed. The databases Scopus, EBSCO – Business Source Premier and ProQuest are used for this purpose

Industry Digital Maturities during Covid-19: Empirical Evidence from Indonesia

Abstract ‘Digital’ is becoming a more prevalent concept in current times and companies are competing in undergoing digitization in this Industry 4.0 era. The focus of this research is on measuring digital maturity of industries in Indonesia with the aim to find out which industry leading, and which lagging and to discover the impact of Covid-19 pandemic in Indonesia towards their digital maturity. This exploration is intended for companies to understand industry’s strengths that can be built on and which opportunities they may need to integrate to improve their digital maturity in the new normal. Methodology: The combination of Digital Maturity Model by Berghaus and Back and Digital Maturity Segment by Gill and VanBoskirk are used to measure digital maturities for the nine industries in Indonesia. Result: This study offers the information on the digital landscape across sectors before and during the pandemic and how each industry responds to the crisis as a result to its digital maturity. Conclusion: The study suggests that the landscape of digital maturities for all industries changed positively, with different magnitude for each industry, as the response to the Covid-19 pandemic. Further researches are recommended to find out the optimal balance in digital maturity for each industry and to explore the most impactful dimension of digital maturity per industry to its business outcome and sustainability.

A multi-dimensional model to the digital maturity life-cycle for SMEs

As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data- information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development

A multi-dimensional model to the digital maturity life-cycle for SMEs

As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data-information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development

Digital Maturity and SMEs: evaluating the application of a digital maturity assessment tool

The challenges of undertaking digital transformation within Small and Medium Enterprises (SMEs) are multiple. The constraints of limited resources and a lack of clear strategic purpose for the transformation are readily evident across many existing case studies. Underlying these evidenced challenges is the persistent issue of the digital maturity of an overall organisation and its people individually as key factors in the success or failure of these change projects. We examine the use of a digital maturity assessment tool within an established membership-based SME to understand these many challenges and the way they are revealed through tools of this kind. We utilise a reflective approach based on direct organisational observations to consider the veracity and value of these assessment tools in supporting the drive for positive organisational change. Our conclusions are loosely critical of the generalised nature of these tools but support their intended purpose through the benefits that they generate through a Hawthorne Effect

ANALYSIS OF DIGITAL MATURITY MODEL IN FAMILY BUSINESS COMPANY CV. MUTIARA PERKASA ABADI

The medium-scale manufacturing industry in Indonesia is facing several challenges such as; high production costs, rapid changes in information technology, as well as changes in demand and a very dynamic market. These challenges directly or indirectly affect the sustainability of the company\u27s operations. Regarding to the condition above, as an academic contribution, the purpose of this study is defining the digital maturity position for medium-scale manufacturing industry and how to improve the digital maturity position that has been implemented in the company. This research purposes is to measure the maturity position of digital implementation in the company by using digital maturity model. There are two indicators that digital maturity measures; digital capabilities and digital impact. This research is a quantitative research, which data collection was conducted using questionnaires. The data from interviews was analyzed using SPSS and Microsoft Excel Software generating digital maturity scorecard that later translated to maturity position. The case study for this research is in a medium-scale food processing company in Bandung named CV. MUTIARA PERKASA ABADI. The final result shows that CV. Mutiara Perkasa Abadi has reach the forth quadrant which mean in the transformative stage with digital capability score of 112.95 and digital impact score of 128.83 which mean the company has strong internal digital development capability, problem focused, and culture of innovation. Keywords: Digital Maturity Model, Digital Transformation, Digital Maturity Leve

The emergence of organizational and human factors in digital maturity models

Digital maturity encompasses a company’s performance on the path to digital transformation. Various barriers can hinder the improvement of companies on the path to digital maturity – such as organizational culture and various human elements. The starting point for this study was that, regardless of digitization, the human factor is becoming an increasingly important resource in organizations and that digital maturity models (DMM) also focus on these aspects. The purpose of this study is twofold: to investigate the emergence of organizational culture and the human factor in DMMs through a comparative analysis and conduct empirical research in Hungary. In this study, we also aim to investigate the different factors of digital maturity of Hungarian companies and find a correlation with digital maturity based on the characteristics of a learning organization. According to our hypothesis, companies with the characteristics of a learning organization achieve a higher level of digital maturity. To prove this, we surveyed 776 Hungarian companies using a structured questionnaire. Based on our survey, we confirmed the hypothesis using three variables: the business organization anticipates and predicts change, focuses on long-term impacts when making organizational decisions; employees can achieve personal success

Digital transformation maturity: A systematic review of literature

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