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The outbreak of the COVID-19 pandemic has been forcing organizations to search for the provision of uninterrupted modes of operation for both their internal workers and external stakeholders. Basically, enterprises had to enter in an overextended state of organizational agility by swiftly revisiting their business strategies, offerings, and services;simultaneously, the time to assess the procurement of new IT solutions that could support their new state of doing business had to be reduced significantly. This continuous process to ascertain the long-term sustenance of the organization by means of matching the business with proper IT strategies and configurations is known as the Business IT Alignment (BITA). Despite the plethora of academic studies addressing the topic of BITA, to this day, the theoretical concocting of such studies makes it difficult for organizations to find a way to operationalize them. Additionally, the existence of many alignment evaluation frameworks seems to be countered by their offering of a series of complicated assessment procedures that are difficult to be implemented. Thereby, organizations are forced to create and use ad-hoc assessment methods for their BITA analysis. For this reason, we perform an exploratory case study negotiating the conduct of in-depth semi-structured interviews within three companies operating in Belgium, to investigate the need for an operationalized version of the alignment-measuring model, created by Luftman. The development of a methodology for an operationalized version of such a model could facilitate the swift determinization of the overall strategic alignment maturity level for every organization, regardless of their size, location, context or business domain. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022.
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With this chapter, we want to provide a reading experience on how digitalization not only evokes a technical transformation but is also strongly related to a company's culture. Talking about digital transformation, there is more to consider than alignment between IT and business functions. We want to arouse interest in the reader to discover their organization's value system and provide triggers toward the development of a digi-cultural mindset. We will dive deeper into the stages of change and provide a target vision with ideas on how to master a transformation journey. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2021.
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The impact of Covid-19 on hospitals was profound, with many lower-resourced hospitals' information technology resources inadequate to efficiently meet the new needs. We interviewed 52 personnel at all levels in two New York City hospitals to understand their issues in emergency response. The large differences in IT resources show the need for a schema to classify hospital IT readiness for emergency response. Here we propose a set of concepts and model, inspired by the Health Information Management Systems Society (HIMSS) maturity model. The schema is designed to permit evaluation of hospital IT emergency readiness, permitting remediation of IT resources where necessary.
Subject(s)
COVID-19 , Disaster Planning , Humans , Concept Formation , Hospitals , New York CityABSTRACT
Big Data and analytics have become essential factors in managing the COVID-19 pandemic. As no company can escape the effects of the pandemic, mature Big Data and analytics practices are essential for successful decision-making insights and keeping pace with a changing and unpredictable marketplace. The ability to be successful in Big Data projects is related to the organization's maturity level. The maturity model is a tool that could be applied to assess the maturity level across specific key dimensions, where the maturity levels indicate an organization's current capabilities and the desirable state. Big Data maturity models (BDMMs) are a new trend with limited publications published as white papers and web materials by practitioners. While most of the related literature might not have covered all of the existing BDMMs, this systematic literature review (SLR) aims to contribute to the body of knowledge and address the limitations in the existing literature about the existing BDMMs, assessment dimensions, and tools. The SLR strategy in this paper was conducted based on guidelines to perform SLR in software engineering by answering three research questions: (1) What are the existing maturity assessment models for Big Data? (2) What are the assessment dimensions for Big Data maturity models? and (3) What are the assessment tools for Big Data maturity models? This SLR covers the available BDMMs written in English and developed by academics and practitioners (2007-2022). By applying a descriptive qualitative content analysis method for the reviewed publications, this SLR identified 15 BDMMs (10 BDMMs by practitioners and 5 BDMMs by academics). Additionally, this paper presents the limitations of existing BDMMs. The findings of this paper could be used as a grounded reference for assessing the maturity of Big Data. Moreover, this paper will provide managers with critical insights to select the BDMM that fits within their organization to support their data-driven decisions. Future work will investigate the Big Data maturity assessment dimensions towards developing a new Big Data maturity model.
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With the advent COVID-19 pandemic, it has been proved that we live in a VUCA world. However, humanity was able to sustain the pandemic through knowledge sharing with their peers. This proves that the organization needs to engage effectively with its stakeholders to maintain itself in the VUCA world. Higher Education Institutions (HEIs) are no exception in such a scenario. However, there are various enablers and inhibitors in knowledge exchange dynamics (KED) in a university setting. So based on this, the study develops an inhibitor-based model for implementing KED in university projects. The inhibitors are identified through a systematic literature review and validated by experts, such as academicians and their stakeholders. Prioritizing these inhibitors allowed the expert to concentrate on the most critical inhibitors using the Orders of Magnitude-Analytic Hierarchy Process. Using the priority weights obtained from the model, a capability maturity model is developed to assess a university's capability and maturity level for a successful KED. From the capability maturity model results, one can understand the specific inhibitors that act as a hindrance to KED and set agenda for improvement for HEIs. IEEE
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The importance of Maturity Models in healthcare is proven to support, monitor and direct healthcare organizations to better plan and execute their investments, developments and processes. In this work, two literature reviews were collected: one of them focuses on the identification of the main maturity models developed in the health area, the similarities and gaps between them, identifying what are the Influencing Factors for each model studied, and the other is the identification lessons learned for hospital management during the Covid-19 pandemic. Combining these two lines of investigation, it can be concluded that, in order to better prepare, adapt and make health systems more resilient, it is fundamental that future Maturity Models begin to map agility in diagnosing diseases, scale of exams, process of hospital disinfection and technological infrastructure, focusing on ICTs such as ML, LMS, DL, Robot Assistance, Actuators, Big Data, Blockchain, Smart Wearables, Delivery Drones, Artificial Intelligence, Internet of Things, Augmented Reality, Virtual Reality, Sensors and Cloud Technology. These IFs are identified as gaps for existing MMs in the sector. Allied to this, it is indicated that the future MMs consider expanding their focus in supply chain, services and applications, monitoring and, mainly, patient safety and care, given the importance that these IFs demonstrated in coping with the pandemic. Copyright © 2023 by Author/s and Licensed by IADiTI.
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The strategic alignment tenets describe the generic processes/mechanisms for the Information Technology (IT) domain to be impactful to the ascertainment of business strategies within organizations. However, an in-depth reassessment of the level of integration between the organizational IT approach and the business convolutions needs to be performed in times of crisis such as the recent Covid-19 pandemic. For this reason, the present research aims to explore the impact of the pandemic on the state of strategic alignment maturity within the logistics sector. To this end, the Strategic Alignment Maturity Model (SAMM), composed by Luftman, was used to measure the pre-, and post-pandemic strategic alignment maturity levels in four production and distribution facilities in Belgium. This model was chosen due to its capacity to assign strategic alignment maturity scores in a wide spectrum of individual alignment dimensions. For the application of the SAMM, we performed semi-structured interviews to determine an overall strategic alignment maturity score for each company, for the stages before, and after the outset of the pandemic. Despite some fluctuations amongst the companies' alignment maturity trends between the two stages, our results suggest an aggregate increase in the average alignment maturity level for all the surveyed companies after the start of the pandemic. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.
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OBJECTIVE: A literature review of capability maturity models (MMs) to inform the conceptualization, development, implementation, evaluation, and mainstreaming of MMs in digital health (DH). METHODS: Electronic databases were searched using "digital health," "maturity models," and related terms based on the Digital Health Profile and Maturity Assessment Toolkit Maturity Model (DHPMAT-MM). Covidence was used to screen, identify, capture, and achieve consensus on data extracted by the authors. Descriptive statistics were generated. A thematic analysis and conceptual synthesis were conducted. FINDINGS: Diverse domain-specific MMs and model development, implementation, and evaluation methods were found. The spread and pattern of different MMs verified the essential DH foundations and five maturity stages of the DHPMAT-MM. An unanticipated finding was the existence of a new category of community-facing MMs. Common characteristics included:1. A dynamic lifecycle approach to digital capability maturity, which is:a. responsive to environmental changes and may improve or worsen over time;b. accumulative, incorporating the attributes of the preceding stage; andc. sequential, where no maturity stage must be skipped.2. Sociotechnical quality improvement of the DH ecosystem and MM, which includes:a. investing in the organization's human, hardware, and software resources andb. a need to engage and improve the DH competencies of citizens. CONCLUSIONS: The diversity in MMs and variability in methods and content can create cognitive dissonance. A metamodel like the DHPMAT-MM can logically unify the many domain-specific MMs and guide the overall implementation and evaluation of DH ecosystems and MMs over the maturity lifecycle.
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Changes in teaching practices due to Covid-19 pandemic have catalyzed the integration of classic in-person teaching with online strategies, such as MOOCs and Open Educational Resources. However, the resulting changes in teaching strategies raise concerns about the quality of the learning experience in the new scenarios. In this work, we tackle the problem of establishing criteria and strategies for quality assessment (QA) of in-person courses that incorporate e-learning educational resources, namely the blended-learning scenario. We present a Quality assessment methodology for its utilization in blended-learning and describe a case study on the utilization of the proposed methodology for QA of three undergraduate courses of an Electronics Engineering program. © 2022 IEEE.
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Software development firms have come up as major drivers of economic growth, radical innovation and employment opportunities. During the coronavirus (COVID-19) crisis, technology and project-driven software services continued to play a critical role helping to shift work from offices to home. This paper examines the initiatives of process improvement in software firms and compares the existing models CMMI and ISO. The paper also seeks and suggests the need of a resilient model for improving the software development process based on a survey of 12 software development firms. The recommendations made for effective software process improvement with data in these firms are also discussed in this paper. © 2022 Author(s).
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Efforts to deal with several risks have been regulated by law, which certain programs should be initiated by the organization especially for the prevention and control of patient care in the context of hospital management system. The availability of service facilities and medical equipment is important in handling Covid-19 patients as many drawbacks have been found due to new circumstances that many do not predict before, such as the allocation room and time management for separating the patients within treatment. Indeed, the shortcomings in managing the process often related to the utilization of technology infrastructure in containing patients' data and the medicine effectively. It is better to identify the issues resides in the hospital before coming up with the solution. Thus, this study want to assess the maturity level of the Information System using the Healthcare Information System Maturity Model (HISMM) as the framework. In the detail, to increase the flexibility of the environment for the sake of study, the investigation was conducted focusing on several attributes as a reference by analysing six dimensions that were relevant namely Data Analysis, Strategy, People, Electronic Medical Records, Information Security, and IT Infrastructure System. The results of this study indicated that State Hospital Jakarta has reached the maturity level at position 4 (four), which is equal to democratic cooperation. The recommendations given in this study are in the form of a roadmap that contains several steps in respected attributes that can support hospitals to reach the next level of maturity in the future. © 2022 IEEE.
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In recent years, digital transformation has become one of the most popular trends for enterprises worldwide. The global trend of digital technologies and the COVID-19 pan-demic have made the growth speed of digital transformation steadier than ever. In this condition, practitioners and academic researchers believe that the Digital Maturity Model is one of the most effective weapons in helping managers and the workforce manage to transform their businesses digitally. However, the Digital Maturity Model (DMM) is a type of maturity model (MM) that is relatively new in model development and digital maturity assessment methodologies, especially when integrated into an extensive digital transformation process. With this paper, the authors aim to conduct a comprehensive review to clarify the current state of the DMM field, including its essential characteristics, popular elements belonging to its structures, the number of methods, and techniques used in developing and applying them. In addition, these papers identify significant areas of research underway. Moreover, the authors raise some challenges for the field in the capture of results by reviewing them: i) the need to standardize its component names;ii) a contextualized but low-cost DMM for SMEs to use in their business;iii) the need for positioning DMM applied processes in a master digital transformation process and in a dynamics context that help applications of DMM more efficient. The authors proposed a solution for the third challenge through a conceptual model integrating DMM into a con-tinuous digital transformation process.
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Timely, accurate and clear communication is essential in crisis response. Given the multilingual and multicultural nature of many parts of today's populated world, it should be evident that translation is key to enabling crisis communication. Although receiving little attention previously, the COVID-19 pandemic has highlighted the important role of translation in responding to crises. Nevertheless, how prepared are jurisdictions for crisis translation? One way of measuring this is to use a maturity model assessment. In this article, we apply the Organisational Maturity for Disaster Preparedness (OMDP) model Mohamed & Qu (2018) to the Republic of Ireland, assessing the level of response through documentary and interview-based evidence. All considered, we place the response between June and November 2020 at Level 2 on the OMDP. Recommendations for moving up in the maturity model are provided and could be applied to many more jurisdictions.
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Maturity models (MMs) have witnessed exponential increase due to their successful application in several domains. However, there is an absence of review that guides researchers in developing, applying and validating Public-Private Partnership maturity models (PPPMMs). This study examines PPPMMs, provides guidance on the topic and highlights gaps in the literature. A literature search on selected electronic databases was conducted, and the study adopted the widely accepted Preferred Reporting Items for Systematic Review and Meta-analysis statement (PRISMA). The study identified a total of four thousand six hundred and eighteen (4,618) studies, and twenty-one studies (21Nr) were rigorously selected. The results revealed PPPMMs as an emerging area of research with a low number – 21 publications since its deployment for about two (2) decades. Similarly, the findings unveiled a lack of uniformity in conceptualising the terms, dimensions used, and methodology adopted. This finding is attributed mainly to the limited use of the theoretical lens, which considerably weakens the model’s theoretical foundation and limits its potential to guide improvement. Additionally, there are more efforts in developing MMs than applying and validating them. Furthermore, there is an unbalanced focus on descriptive models over prescriptive and comparative models, which inhibit the model’s potential to guide improvement. Future work should provide a solid ground to the field using a theoretical lens and focus on prescriptive models with a strong emphasis on application and validation. This research is the first of its kind that synthesises and brings together available PPPMMs literature into one place. It also contributes to the body of knowledge by highlighting areas of research that require immediate attention to enhance the much-needed success of PPP in the post-COVID-19 era. Copyright © Journal of Engineering, Project, and Production Management (EPPM-Journal).
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From purely transactional to personalised and unique, customer experiences can extend far beyond the exchange of goods. Companies often focus on functional and transactional experiences because they are the easiest to understand. A large part of purchase behaviour is, however, subjective and occurs in the context of the emotional relationship between companies and their customers. Together, Wharton Customer Analytics (WCA) and C Space explored and quantified the strength of this customer– company relationship while identifying the commercial benefits of customer-centricity (Customer Experience Code). Using the simple clustering method, k-means, WCA led the process of identifying discrete levels of customer-centricity and C Space augmented the analysis with new data on 160 companies. Together, WCA and C Space observed a significant relationship between the measure of a company’s customer-centricity and its performance. In addition, this study proposed a novel company journey framework, in which companies evolve from having a highly transactional customer relationship to one that is emotionally relevant and, crucially, provides the levers for improving customer-centricity. The framework also links this journey to the more typical customer satisfaction metric, net promoter score (NPS), and other measures of word-of-mouth (eg earned advocacy score [EAS]). A recent illustration of this journey is the surprising transformation of the logistics industry, which saw a large gain in emotional connections between 2019 and 2020. UPS, specifically, positively traversed all emotional categories and grew from the bottom to the top in less than a year. The data reveals that UPS’s response to the COVID-19 pandemic illustrated to their customers they are much more than a parcel delivery service. © Henry Stewart Publications.
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The continuity of education services during the Covid-19 pandemic has made clear that ICT (Information and Communication Technologies) is essential to achieve (even if partially) curricular goals with continuing isolation and confinement. Schools administrators need information on capability gaps regarding access, technology know-how, connectivity, and infrastructure, not just for each school but also for the community that it serves. Several models have been proposed to evaluate ICT impact on remote education, but none assess readiness and find gaps at specific schools and communities. This article describes School Community Remote Education Readiness Assessment Framework (SCRE-RAF), structured as a capability maturity model, geared to identify and measure capability gaps and derive improvement roadmaps for specific school communities. It defines four maturity levels (Emerging, Application, Integration, Transformation);eight Domain Areas (KDA), namely ICT skills, Instructional Design, Infrastructure, Connectivity, Teaching Processes, Innovation Policies, Administration and Resources, and Learner-Oriented Services;and 17 Key Process Indicators (KPI) with their capability levels. SCRE-RAF's structure and KPIs have been assessed though a survey to grade school teachers at a Chilean school network;all proposed KPI's had relevance agreement of 80% or higher from surveyed teachers, with highest agreement for ICT skills and the lowest for Student-Teacher Ratio. SCRE-RAF will now be deployed in a broader pilot to assess a small number of schools, and its results will be incorporated before deploying to larger school districts.
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The COVID-19 outbreak has put all businesses around the world at risk. The education sector, in particular, has fared exceptionally well during the COVID-19 storm, owing to its swift and resolute commitment to adopt new digital technology. In the COVID-19 age, the old teaching technique has become archaic, and many institutes have changed and moved their priority to e-Learning. The purpose of this research is to offer a crisis-aware Capability Maturity Model (CMM) for e-Learning. A quantitative assessment method based on the business process in e-Learning is presented to accomplish the proposed model. Finally, a case study designed explicitly for Shahid Beheshti University proves the model's applicability. © 2021 IEEE.
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In recent years, digital transformation is one of the most popular trends for enterprises worldwide. The global trend of digital technologies and the COVID-19 pandemic have made the growth speed of digital transformation steadier than ever. In this condition, practitioners and academic researchers believe that the digital maturity model is one of the most effective weapons helping managers and the workforce to manage to transform their businessesdigitally. However, the digital maturity model (DMM) is a type of maturity model (MM) that is relatively new in model development and digital maturity assessment methodologies, especially when integrated intoan extensive digital transformation process. By this paper,the authors aim to conduct a comprehensive review to clarify the current state of the DMM field, including its essential characteristics, popular elements belonging to its structures, number of methods, and techniques used in developing and applying them. In addition, these papers identify major areas being researched. Moreover, under the capture from reviewing results, the authors raise some challenges to the field, including i) a need for standardizations its component names, ii) the need for a contextualized but low budget DMM for SME can apply for their business, iii) the need for positioning DMM applied processes in a master digital transformation process and in a dynamics context that help applications of DMM more efficient. The authors proposed a solution for the third challenge by a conceptual model that integrates DMM into a continuous digital transformation process.
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The transformations started with the advent of the paradigm of Industry 4.0 have also influenced the logistics sector, leading to the creation of the concept of Logistics 4.0 (i.e. the transformation from hardware-oriented logistics to software-oriented logistics empowered by digital competences). This new “vision” of logistics, initially championed by manufacturing companies, has recently taken hold also in the third-party logistics (3PL) industry, driven by the boost of the e-commerce market, the progressive diffusion of “disruptive technologies” (e.g. drones, cognitive computing and artificial intelligence) and the new challenges brought by exogenous factors (e.g. COVID-19), which push 3PL providers to go beyond their traditional focus and capabilities towards a digital transformation. However, it is still unclear how diffused the concept of Logistics 4.0 among 3PLs is and how its adoption takes place in this industry in terms of technologies, services and capabilities. A better understanding of the current situation of diffusion and adoption could help 3PL providers to assess their own position with respect to the concept of Logistics 4.0 and seize the opportunities offered by its adoption (e.g. higher efficiency, better visibility, improved service level, increased safety and security). For this reason, the paper develops a maturity framework to support 3PL providers in this sense and develops a road map to identify the areas in which invest to improve the logistics service offered to clients through a Logistics 4.0 approach. By means of an extensive literature review on Logistics 4.0 technologies and on maturity models, it was possible to develop a novel maturity framework that combines the dimensions of “Logistics 4.0 technological maturity” and level of adoption of technologies to ultimately lead to the identifications of potential services to be offered by 3PL providers. © 2021, AIDI - Italian Association of Industrial Operations Professors. All rights reserved.
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Small and Medium-sized Enterprises (SMEs) are most affected by turbulent environments as they usually face cost restrains and difficulties in accessing qualified experts. Pushed by the COVID-19 outbreak, governments implemented a complete or partial “lockdown” in many countries. This situation disrupted the business environment, touching more dramatically SMEs. To cope with these challenges, working and collaborating remotely has become the new normal, and the use of information and communication technology (ICT) a necessity, accelerating the process of Digital Transformation. Enterprise Social Media (ESM) describes ICT tools with the potential to affect the organizational context and structure, as they encompass all distinct capabilities of social media, adapted for the working environment, supporting communication, collaboration, innovation, and efficiency. To benefit from the ESM use imposed by the pandemic context, SMEs need guidance and parameters to evaluate and develop their ESM initiatives. Literature suggests that maturity models are relevant for supporting organizations in these types of challenges. However, maturity models focusing on the socio-technical characteristics of this transformation and the internal and external contingencies of SMEs are rare. By performing a systematic literature review about the existing maturity models for general-purpose social media through the lens of the contingency theory and considering the social-technical perspective of this phenomenon, the objective of this paper is to reduce this gap, by proposing a maturity model adapted to the context of Digital Transformation and SMEs. Copyright © 2021 by Naudé Scribante. Permission granted to IAMOT to publish and use.