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

Applying the positioning phase of the digital transformation model in practice for SMEs: toward systematic development of digitalization

Digital transformation (DT) refers to the changes in ways of working and business offering caused by adoption of digital technologies in an organization. Small and medium-sized enterprises (SMEs) are struggling with this transformation because of their limited resources and know-how. Thus, SMEs need practical grassroots-level help for DT that allows the companies to analyze where they stand in digitalization, and how they should proceed. This article discusses how SMEs can be supported in their DT by utilizing the DT model consisting of four consecutive phases for supporting companies’ systematic development of digitalization. The article focuses on the first phase of the DT model, positioning, where company’s digitalization status is analyzed in detail, and development ideas are identified. The positioning phase was conducted for 19 SMEs in Northern Ostrobothnia, Finland. The results indicate that the used process and tools were suitable to support SMEs for analyzing their digitalization status and identifying areas for improvement. The DT model and piloted tools have been published as a free-of-charge ApuaDigiin.fi online service to facilitate their widespread use in the future. In this way, public regional business development authors or research organizations can utilize the online service while supporting the digitalization of SMEs

Digital mastery within the Norwegian SMB market : seniors' perspectives on the challenges they face as they strive for digital maturity, as well as the solutions to those challenges and the factors affecting their firms

Background: All businesses, regardless of size, want to be part of the digital revolution and to achieve a greater degree of digital maturity over time. They do so because they want to produce more effective outcomes while also benefiting from the competitive benefits that digital transformation may provide. The digitization of the economy has an impact on small and medium-sized businesses (SMEs), who have been offered new possibilities to engage in the global economy. However, there aren't any concrete examples of how this has played out in the Norwegian market to support this claim. Purpose: The goal of this study is to investigate the digital maturity of small and medium-sized businesses by examining the level of digital maturity among firms using the digital maturity framework developed by Westerman et al., (2014) and identifying the challenges they face in order to achieve higher levels of digital maturity. Furthermore, provide solutions to those challenges, as well as information on the factors driving increased awareness of digital maturity among Norwegian SMEs. Method: In this study, an inductive approach was chosen, and data was collected using both qualitative and quantitative methods. Six participants from various Norwegian SMEs were interviewed and also participated in the survey. Findings and implications: The findings of this study revealed that softer values such as leadership, vision, and strategy, as well as competence and availability, are difficult for SMEs to achieve. Furthermore, it is discussed how resources, specifically in terms of time management, in connection with the advancement of digital maturity in small and medium-sized enterprises affect perceived challenges as well as the support required to advance the level of digital maturity of the enterprises. According to the findings of the study, small and medium-sized businesses face distinct challenges in achieving digital maturity. However, the challenges that were most frequently encountered by the firms that were interviewed are presented in this study. All of the companies shared a common characteristic in that they all aspired to improve their level of maturity in the future. In order to raise the maturity level, they must either have the necessary internal resources or obtain the necessary resources through external assistance such as consultants. Then they will be able to priorities digital transformation efforts and adapt internal structure as well as culture in order to achieve greater levels of digital maturity.Bakgrunn: Alle virksomheter, uansett størrelse, ønsker å være en del av den digitale revolusjonen og oppnå en større grad av digital modenhet over tid. De gjør det fordi de ønsker å gi mer effektive resultater, samtidig som de drar fordel av de konkurransefordelene som følger med å være digital moden. Digitaliseringen av selskaper i arbeidsmarkedet har innvirkning på små og mellomstore bedrifter, gir selskapene en mulighet til å del i den globale økonomien med hjelp av teknologi. Det er imidlertid ingen konkrete eksempler på hvordan dette har spilt seg ut på det norske markedet for å støtte denne påstanden når dette knyttes opp til utfordringer, faktorer og løsninger til disse utfordringene. Hensikt: Målet med denne masteroppgaven er å undersøke den digitale modenheten til små og mellomstore bedrifter ved å kartlegge nivået på den digitale modenheten blant selskaper ved hjelp av den digitale modenhetsrammen utviklet av Westerman et al. (2014), og identifisere utfordringene de står overfor i reisen mot å bli digitale modne. Videre kunne komme med løsninger på disse utfordringene, samt informasjon om faktorene som driver økt bevissthet om digital modenhet blant norske små og mellomstore bedrifter. Metode: I denne studien ble en induktiv tilnærming valgt, og data ble samlet inn ved hjelp av både kvalitative og kvantitative metoder. Seks deltakere fra ulike norske små og mellomstore bedrifter ble intervjuet og deltok også i spørreundersøkelsen. Resultat og konklusjon: Funnene i denne studien avslørte at mykere verdier som ledelse, visjon og strategi, samt kompetanse og tilgjengelighet, er vanskelig for SMB å oppnå. Videre diskuteres det hvordan ressurser, spesielt når det gjelder tidsstyring, i forbindelse med utvikling av digital modenhet i små og mellomstore bedrifter påvirker opplevde utfordringer, så vel som støtten som kreves for å fremme nivået på digital modenhet for foretakene. Ifølge funnene i denne masteroppgaven, står små og mellomstore bedrifter overfor tydelige utfordringer med å oppnå digital modenhet. Utfordringene som var typiske av firmaene som ble intervjuet blir presentert i denne oppgaven. Alle selskapene delte en felles egenskap ved at de alle ønsket å øke modenhetsnivået gradvis over tid. For å øke modenhetsnivået derimot må de enten ha nødvendige interne ressurser eller skaffe de nødvendige ressursene gjennom ekstern bistand, for eksempel ved å leie inn konsulenter som er eksperter på dette eller som har god erfaring med å heve modenhetsnivået til firmaer med ulike utgangspunkt og midler til rådighet. Ettersom dette blir gjort vil firmaene kunne prioritere digital transformasjonsarbeid og tilpasse intern struktur så vel som kultur for å oppnå større grad av digital modenhet.M-Ø

A tool for holistic assessment of digitalization capabilities in manufacturing SMEs

In a constantly evolving global market, manufacturing companies need to be flexible and adaptive to survive. Digital twins of production systems have been proposed as one part of the solution, however this comes with multiple challenges. Manufacturing SMEs have limited resources and need to direct their efforts in this area wisely. This paper presents a tool for holistic assessment of an SME manufacturer\u27s level of digitalization, in order to visualize current gaps and guide digitalization efforts over a production system\u27s life cycle. The tool was empirically developed together with Manufacturing SMEs and has strengthened their digitalization awareness and capabilities

Small and medium-sized (SME) companies are not investing in digital tools and IT – why? : A research into SME digital tools and IT adoption factors

Prior research and media coverage over recent years have stated that small – and medium-sized companies (SMEs) are lagging behind in digitalisation and the adoption of digital tools and IT. This master thesis research studies SME IT adoption factors with research question; What are the IT and digital tools adoption affecting factors in SME environment? The master thesis examines different models, solutions and outsourced IT consultancy available for SME companies to use in gaining understanding on their business. Research builds on existing background literature on the topic and based on prior literature found factors, two empirical studies are conducted; a theme based focus interview of IT service providers, and, a data analysis of available data on SME companies research. The research discovers whether same IT adoption factors found from literature are found from SME companies functioning in Turku and recommendations are given to IT specialists working in the field. Results show SME IT adoption taking place under various affecting factors and the environment SMEs function in is changing rapidly. Key findings describe SME business without long term strategies and characterised by limited resources of time, financials and expertise which cause uncertainties and negative attitudes towards IT investments. The available IT solutions are many times perceived as not beneficial, too complex to use or taking too much resources. Relations between SME companies and outsourced IT companies require trust and transparency in order to work. Conclusions state that SMEs need to put efforts in understanding their business processes in order to improving their business. This understanding enables correct IT solution selection. SMEs need to invest in internal capabilities and external relationships. IT service providers have a key role in supporting SME digitalisation. They need to act transparently and foster trust, and the changing ways of doing business puts requirements on IT companies to renew their structures as well. IT companies have a key role in enabling well-argued SME IT decision-making which makes sense to the SME company owners or decision-makers

Small and medium-sized (SME) companies are not investing in digital tools and IT – why? : A research into SME digital tools and IT adoption factors

Prior research and media coverage over recent years have stated that small – and medium-sized companies (SMEs) are lagging behind in digitalisation and the adoption of digital tools and IT. This master thesis research studies SME IT adoption factors with research question; What are the IT and digital tools adoption affecting factors in SME environment? The master thesis examines different models, solutions and outsourced IT consultancy available for SME companies to use in gaining understanding on their business. Research builds on existing background literature on the topic and based on prior literature found factors, two empirical studies are conducted; a theme based focus interview of IT service providers, and, a data analysis of available data on SME companies research. The research discovers whether same IT adoption factors found from literature are found from SME companies functioning in Turku and recommendations are given to IT specialists working in the field. Results show SME IT adoption taking place under various affecting factors and the environment SMEs function in is changing rapidly. Key findings describe SME business without long term strategies and characterised by limited resources of time, financials and expertise which cause uncertainties and negative attitudes towards IT investments. The available IT solutions are many times perceived as not beneficial, too complex to use or taking too much resources. Relations between SME companies and outsourced IT companies require trust and transparency in order to work. Conclusions state that SMEs need to put efforts in understanding their business processes in order to improving their business. This understanding enables correct IT solution selection. SMEs need to invest in internal capabilities and external relationships. IT service providers have a key role in supporting SME digitalisation. They need to act transparently and foster trust, and the changing ways of doing business puts requirements on IT companies to renew their structures as well. IT companies have a key role in enabling well-argued SME IT decision-making which makes sense to the SME company owners or decision-makers

Industry 4.0 implementation strategy for Small Medium Enterprises

I4.0 implementation strategy is a tool that aids small and medium enterprises to meet the fourth industrial revolution pre-requisites and standards. The main objective of the current research that has been achieved is that it established an industry 4.0 implementation strategy for SMEs, that is capable of providing enterprises with the most effective road map to overcome the obstacles faced by SMEs during transformation and accomplish the fourth industrial revolution’s standards. A roadmap and the implementation strategy will be specifically tailored to the participating enterprise, based on their assessment scores. The implementation strategy requires four consecutive steps including Maturity Assessment, Influence Assessment, Roadmap Construction, and Implementation. An Industry 4.0 implementation strategy has been devised to increase the accuracy of assessing SME’s technological maturity level by providing a weighting factor for relevant implementation dimensions by using an Analytic hierarchy process (AHP). Weight factors were established to identify dimensions that are most influential at small/medium manufacturing enterprises and prioritize their transformation. A total maturity score of the enterprise as a whole valued between 0-100 is determined at the end of the maturity assessment through utilizing radar charts. This research includes a case study that was conducted at SPM Automation Inc., a local small-sized enterprise, where the proposed four-step implementation strategy was conducted and succeeded to measure the current I4.0 maturity score which was 33% and create an implementation strategy that targets the most influential dimensions and prioritize their transformation

Digital technologies in lending small and medium-size enterprises in Russia

Purpose: The article is devoted to the assessment of changes in the forms and methods of lending Russian Small and Medium-sized Enterprises (SMEs). The purpose is to outline the role of digital technologies in the system of lending SMEs in Russia. Design/Methodology/Approach: To achieve this goal it is necessary: first, to outline the main changes in the banking industry considering digital technologies, second, to list the main banking products, how digital technologies influence the most (banks as ecosystems) and third, to describe how digital technologies are beneficial in lending SMEs. Findings: The authors defined the crucial role of digital technologies, underlined the leading role of the Russian financial sector in the world according to experts and offered the scheme of a digital banking product development. Also, the authors compared digital development in the EU and in Russia and made the conclusion towards some new opportunities to SMEs. Practical Implications: The research results may be implicated in a system of lending by means of digital products offered to SMEs and future key points of development in the digital sphere for the commercial banks, e-trade and fintech companies. Originality/Value: The main contribution of this article is in comparison between digital development in the EU and Russia, some leading role of the Russian banks in the world, description of a digital banking product development and considering the experience of the ecosystem of Sberbank for SMEs in Russia.peer-reviewe

Evolution of a Lean Smart Maintenance Maturity Model towards the new Age of Industry 4.0

Over the last few years, the complexity of asset and maintenance management of industrial plants and machinery in the producing industry has risen due to higher competition and volatile environments. Smart factories, Internet of Things (IoT) and the underlying digitisation of a significant number of processes are changing the way we have to think and work in terms of asset management. Existing Lean Smart Maintenance (LSM) philosophy, which focuses on the cost-efficient (lean) and the learning organisation (smart) perspectives enables a value-oriented, dynamic, and smart maintenance/asset management. The associated LSM maturity model is the evaluation tool that contains the normative, strategic, and operational aspects of industrial asset management, based on which numerous reorganisation projects have already been carried out in industrial companies. However, due to the ever-increasing development of Industry 4.0 (I4.0), it is necessary to extend the model by selected aspects of digitisation and digitalisation. Based on a structured literature review (SLR) of state of the art I4.0 maturity models, we were able to investigate the essential maturity items for I4.0. To restructure and expand the existing LSM maturity model, the principle of design science research (DSR) was used. The architecture of the LSM maturity model was based on the structure of the Capability Maturity Model Integration (CMMI). Further development of a Lean Smart Maintenance maturity model thus covers the future requirements of I4.0 and data science. It was possible to enhance existing categories with new artefacts from the I4.0 range to represent the influence of cyber-physical systems (CPS), (big) data and information management, condition monitoring (CM) and more. Furthermore, the originally defined LSM-Model was restructured for a more simplified application in industrial use cases