Sustainability 2025 , 17 , 770
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Figure19. Companies by average overall maturity stage [7].
Overall, the majority of companies are at maturity stage 2, Connectivity, having taken initial steps towards integrating machines, systems, and people. None have reached stage 4 Transparency, and only a small fraction (4 %) have reached stage 3. Companies are categorised into three groups based on their progress: laggards at the Computerisation stage, beginners at Connectivity, and leaders at Visibility. 9. Further Development and Guidelines for Digital Transformation Advancing digital transformation within an organisation requires a strategic approach that aligns technological innovations with the company’s overarching goals and values. To effectively guide this evolution, it is crucial to first understand the company’s current position, future aspirations, and core values. This foundational insight informs the de- velopment of tailored strategies and guidelines that ensure digital initiatives are relevant and impactful, ultimately fostering sustainable growth and competitive advantage in a rapidly changing technological landscape. The initial step in advancing digital transforma- tion involves understanding the underlying motivations and strategic positioning of the company as perceived by its leadership. This understanding requires addressing several key questions: • What is the company’s current strategic position and future outlook of the company? It is essential to understand how the company views its role within its competitive landscape and what strategic plans are in place to navigate future challenges and opportunities. • How is future viability defined? Leadership must articulate what constitutes future readiness for the organisation, including specific goals and benchmarks that signify successful adaptation and long-term sustainability. • What are the company’s core values and guiding principles of the company? Under- standing the value framework within which the company operates helps align digital transformation initiatives with its overall mission and culture. Recognising these aspects is crucial, as digitalisation often aligns well with organi- sational objectives, especially if it complements existing business practices and leverages inherent strengths. For instance, small and medium-sized enterprises (SMEs) typically excel in precision, quality, domain knowledge, and flexibility—traits that can be significantly en- hanced through effective digital transformation. This alignment ensures that digital strate- gies are not only technologically sound but also strategically coherent and value-driven. The Iceberg of Digitalisation metaphorically represents the complex and often hidden dimensions of digital transformation within an organisation (see Figure 20). Just as an iceberg has a small visible portion above the water and a much larger, unseen portion below the surface, digitalisation similarly involves both visible and concealed elements.
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