Corporate Digital and AI Maturity: Analysis of Frameworks and Roadmaps

Agron Chaushi (), Adrian Besimi (), Blerta Abazi Chaushi () and Afrim Tresi ()
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Agron Chaushi: South East European University, Faculty of Business and Economics
Adrian Besimi: South East European University, Faculty of Contemporary Sciences and Technologies
Blerta Abazi Chaushi: South East European University, Faculty of Business and Economics
Afrim Tresi: South East European University, Max van der Stoel Institute

Chapter Chapter 22 in Economic Resilience and Sustainability—Vol. 1, 2025, pp 341-356 from Springer

Abstract: Abstract In an era defined by rapid technological advancement, organizations increasingly turn to maturity frameworks to benchmark their digital and artificial intelligence (AI) capabilities. This paper presents a comparative analysis of leading corporate digital and AI maturity models developed by consulting firms and academic institutions. We categorize frameworks into three types including digital maturity models, AI maturity models, and hybrid approaches. We examine their structure, scoring methodologies, and strategic guidance. Our study reveals that index-based models facilitate precise benchmarking through numerical scoring, while stage-based models provide intuitive roadmaps via descriptive levels. Hybrid frameworks attempt to combine these strengths but often introduce complexity. Notably, most existing models under-emphasize ethical AI, sustainability, and dynamic adaptability. We provide recommendations for practitioners on selecting or customizing frameworks to align with organizational objectives and propose avenues for future research, including empirical validation, industry-specific adaptations, and the integration of responsible AI metrics. An illustrative radar chart compares hypothetical dimension scores across two sample frameworks, highlighting how visualization can aid strategic discussions.

Keywords: Digital Maturity; AI Maturity; Maturity Frameworks; Digital Transformation; Responsible AI; Benchmarking; Corporate Strategy (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-032-04218-7_22

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DOI: 10.1007/978-3-032-04218-7_22

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