Digital maturity as a key competence of global leadership

Abstract

In the context of a fundamental restructuring of the global economic paradigm, an organization’s capacity for systematic adaptation and value creation through information technologies has become a decisive determinant of sustainable development. The relevance of this study stems from the pressing need to bridge the gap between technological capabilities and organizational readiness for their integration - a challenge particularly pronounced in the contemporary Russian business landscape, where «soft» transformation factors remain the primary constraints. This research aims to develop a structured assessment model of digital maturity and to empirically validate its role as a foundation for strategic leadership at both the macro-level of the national business sector and the micro-level of an individual enterprise. The methodological framework integrates the systematization and synthesis of scholarly approaches to digital maturity, a comparative review of existing maturity assessment frameworks, and a case study of technological modernization within the FMCG sector, with particular emphasis on the transformation of governance mechanisms and corporate values. The empirical foundation draws upon sector-specific industry research on digital transformation in Russia, complemented by an in-depth examination of the implementation of managerial analytics systems, reporting visualization tools, and digital B2B partnership platforms within the NovaBev Group. The analytical results demonstrate a direct correlation between the level of digital maturity and the organization’s core financial and operational performance indicators. These findings corroborate the premise that digital maturity serves as the nucleus of global competitiveness, necessitating the balanced advancement of strategic, operational, customer-centric, and cultural dimensions within an organization.