Operationalizing Digital Transformation: A Capability-Based Maturity Model

Abstract

Digital transformation (DT) has become a strategic imperative for organizations navigating an era of rapid technological advancements. It deeply requires the development of capabilities that enable firms to continuously sense, seize, and reconfigure resources to sustain competitive advantage. However, despite this need, existing maturity models primarily focus on technological dimensions, often overlooking the organizational capabilities required for a systematic and effective transformation. This study addresses this shortcoming by proposing a capability-based maturity model that extends the Digital Transformation Dynamic Capability framework developed by Leso et al. (2023), operationalizing its thematic areas (designing and managing transformation, fostering digital value propositions, engaging in digital business ecosystems, systematizing structural changes, and leveraging enablers) into a structured assessment tool. By integrating dynamic capabilities theory with a maturity perspective, this model provides a comprehensive framework to evaluate an organization’s ability to undergo and sustain DT. To test the model, we conducted expert content validation and empirical testing with 43 Italian companies embedded in a digital innovation ecosystem. The results indicate that while organizations exhibit moderate to high maturity in areas such as digital innovation management and technological infrastructure, they face challenges in transformation planning and business model adaptation. These findings underscore the necessity of a strategic and capability-oriented approach to digital maturity, moving beyond a purely technological focus. By providing an actionable framework, this research equips organizations with a strategic roadmap to enhance their digital capabilities, ensuring adaptability in an increasingly complex and evolving digital landscape