From digitalization to digital maturity: a multidimensional model of business transformation

Abstract

This article analyzes the digital transformation of business through the lens of developing digital maturity in enterprises. It proposes a multidimensional model of digital development that integrates the strategic, operational-architectural, and socio-cultural dimensions of transformation. Digital transformation is interpreted as a process of systematic reconfiguration of the business model, process architecture, and organizational behavior under the influence of technological changes. It іs proven that the effectiveness of digital transformation is determined by the alignment of technological solutions with strategic priorities and the organizational logic of the enterprise’s development. Key constraints to transformation are identified, including the inertia of management practices, the fragmentation of digital initiatives, and a shortage of digital competencies. It is established that the nature of digital transformation varies depending on the industry configuration, the scale of operations, and the level of digital maturity of the enterprise. A typology of digital transformation strategies was developed, based on the temporal logic of change, the dominant object of transformational influence, the architecture of digital processes, and the nature of integration into digital ecosystems. The decisive role of digital culture, cross-functional collaboration, and adaptive leadership in ensuring the success of transformation processes is substantiated. A methodological toolkit for assessing digital maturity, covering the strategic, technological, operational, organizational, and human dimensions of development, was developed. The proposed approach makes it possible to create a digital maturity profile, identify critical gaps, and determine priority areas for transformation. The growing importance of an ecosystem-based approach and dynamic organizational capabilities as the foundation for long-term business adaptation to technological change and new conditions for value creation is established. The results of this study can be used in strategic management practice to assess the digital maturity of enterprises, develop adaptive models of digital transformation, identify transformation gaps, and improve the effectiveness of digital initiatives across various economic sectors.