Целью данной диссертации является разработка рабочего инструмента на основе анализа литературы для определения уровня цифровой трансформации компаний различных размеров, а также апробация полученной методологии путем анализа малых, средних и крупных российских предприятий, которые уже начали свой путь цифровой трансформации за последние 2 года. Для достижения поставленной цели, в первую очередь был проведен системный обзор литературы, в благодаря которому, была осуществлена дифференциация существующих определений цифровой трансформации и моделей цифровой зрелости. Затем, на основе проведенного анализа были определены параметры измерений для модели, которые наиболее подходят для исследования уровня цифровой зрелости компаний разного размера. Следующим шагом стала разработка инструмента в виде опроса для проведения тестирования полученной модели. Далее, с помощью опроса было определено распределение российских компаний по уровням цифровой зрелости на основе используемой модели, а также были описаны следующие параметры рынка: как компаниям удалось реализовать ключевые задачи трансформации, текущую цифровую стратегию, планы по модернизации рабочих мест и инвестиционные цели, а также, какие барьеры и пути их преодоления компании встретили или планируют встретить на своем пути к цифровой трансформации.

List of content ……………………………………………………………………………………………………………………………..3 1. Introduction ………………………………………………………………………………………………………………………….4
1.1. Relevance of the study ……………………………………………………………………………………………………4
1.2. Research questions and aims of the study ………………………………………………………………………….5
2. Literature review …………………………………………………………………………………………………………………..6 2.1 Digital Transformation…………………………………………………………………………………………………………6 2.1.1 Quantitative analysis ……………………………………………………………………………………………………..8 2.1.2 Qualitative analysis ……………………………………………………………………………………………………..11 2.2 Digital Transformation Maturity………………………………………………………………………………………….14 2.2.1 Digital maturity …………………………………………………………………………………………………………..16 2.2.2 Digital Maturity Model ………………………………………………………………………………………………..17 2.2.3 Descriptive results of the studies……………………………………………………………………………………19 3. Empirical Study………………………………………………………………………………………………………………………27 3.1 A framework building process …………………………………………………………………………………………….27 3.2 Data collection and research plan…………………………………………………………………………………………33 4. Findings…………………………………………………………………………………………………………………………………37 4.1 Responses from representatives of large samples …………………………………………………………………..44 4.2 Managerial implications……………………………………………………………………………………………………..46 5. Conclusion……………………………………………………………………………………………………………………………..54 List of references………………………………………………………………………………………………………………………..55 APPLICATION 1 – Digital Transformation Survey. ………………………………………………………………………58

Digital transformation (DT) is becoming a major topic for companies around the world. It is assumed that companies that are unable to adapt to the digital world will undoubtedly fall victim to «digital Darwinism», when actors may disappear, and only the fittest enterprises that respond to technological trends will survive to remain on the competitive transformation (Schwartz 2001).
In order to start the transition to digital transformation, it is necessary to assess the level at which the enterprise is currently located. Assessment of the readiness of production enterprises for digital transformation consists in evaluating and analyzing not only the production infrastructure, but also the analysis of the strategy and business processes of all divisions of the enterprise.
Today, several approaches to assessing a company’s digital maturity are presented in the world practice. All models are based on the analysis of data obtained by survey and observation methods. A certain level of digital maturity is assigned to a company after collecting quantitative weighted assessments through a special questionnaire with various sets of aspects that identify the existing level of use of digital technologies or the potential for their implementation.
The term «digital transformation» as a reflection of the use of digital technologies in all areas of society in the management literature has appeared relatively recently, and different researchers and their groups interpret it differently. At the same time, everyone considers them one of the main challenges to modern business and management, as digital technologies are widely used in various industries — medicine, education, mass media, urban economy, entertainment, travel and leisure, manufacturing, finance, transport, etc., changing their appearance, structure and competition.
Plenty of academics and practitioners have found several definitions of the term «digital transformation»: for Forester, it is the achievement of operational efficiency and flexibility using digital technologies; for Gartner, it is a business model that allows you to create value and generate revenue; for Deloitte, it is an exponential growth of connections; and for the altimeter group, it is attracting customers at any point of contact with them.
An important criterion for the quality of the DT process in business is the level of «digital maturity», and its improvement is the business strategy. Digital maturity (DM) is the level of systematic understanding of all processes, key aspects, and competencies related to DT and the use of digitalization in the development of strategies, business models, systems of interaction with partners, and so on. Analyzing this maturity and «digital readiness» of different companies, experts
4
note in many cases the obvious lag of organizational culture, organizational behavior, and training from operational processes and technologies.
Anyway, while new technologies are changing the face of our world, are Russian companies ready for this? What prospects and difficulties may arise for Russian companies along this path? Will they be able to transform fast enough?
This study is based on a systematic review of the literature on existing theoretical approaches to developing general digital maturity model for different sizes of enterprises. Unsurprisingly, the results of the SLR will show, that current models of digital maturity are often not suitable for SMEs or large companies either, and the current research strategy suffers from some limitations. In this thesis there is framework offered and validated to measure a level of a digital maturity
In recent years, Russia has just started implementing various government programs for digital transformation of the economy and its market is not yet well-studied. According to 2018 data, Russian middle and large companies are on average at the level of digital maturity that is typical for all countries with developed economies. However, in recent years, the growth rate of digitalization, according to other indicators, has increased significantly. Thus, taking into account the context, it will be relevant to find out what are the current positions of different Russian companies in the context of the inevitable trend of global digital transformation.

This thesis contributes to the existing literature by providing a detailed systematic review of the literature on twenty-three models of digital maturity. In addition, this dissertation proposes a research design concept for further development of the field of maturity model. Based on these findings, seven universal aspects of the maturity model for companies of any size were found: 1) strategy, 2) products/services, 3) technology, 4) People and culture, 5) management and 6) processes 7) business model. In addition, developed framework was tested as part of a study of Russian companies and proved its reliability and reproducibility. Based on the research, a number of digital strategies were proposed that are applicable not only in the Russian market, since they take into account the rapidly changing global context of the global financial crisis and the coronavirus pandemic.
As for the content of the results, there have been once again seen that although digital transformation is no longer something new for Russian companies, they are very critical of their success: less than a quarter (21%) of respondents believe that they have the necessary resources and competencies to implement their plans for digitalization. Among the investment areas for 2019-2021, cybersecurity, multi‐cloud environments, flash storage technologies and the Internet of things are most often mentioned.
The indicators of the Russian market are closer to global standards, in other words, they have deteriorated. The digital maturity curve shows that the picture in the Russian market has become more similar to the picture for countries with emerging economies, rather than developed ones, as it was before.
Finally, there is the conclusion could be drawn, that the research goals were successfully completed, the methodology used in the study has shown its reliability, and the results are useful and can be used in future studies.

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