Model Setup

The maturity model consists of six structuring forces (see figure on the left), along which progress in the smart service transformation is measured via six maturity levels. In this way, all relevant aspects for a successful smart service business are evaluated.

Each structuring force is based on two principles. These principles are each assigned a number of distinguishable capabilities. These capabilities are modular and evaluate a single aspect of the transformation.

Each capability is in turn assigned a question with six possible answers. Each answer option corresponds to a maturity level. The maturity levels trace ideal-typical steps of the smart service transformation.

Model Setup

The maturity model consists of six design fields (see figure on the left), along which progress in the smart service transformation is measured via six maturity levels. In this way, all relevant aspects for a successful smart service business are evaluated.

Each design field is based on two principles. These principles are each assigned a number of distinguishable capabilities. These capabilities are modular and evaluate a single aspect of the transformation.

Each capability is in turn assigned a question with six possible answers. Each answer option corresponds to a maturity level. The maturity levels trace ideal-typical steps of the smart service transformation.

Model Setup

The maturity model consists of six structuring forces (see figure on the left), along which progress in the smart service transformation is measured via six maturity levels. In this way, all relevant aspects for a successful smart service business are evaluated.

Each design field is based on two principles. These principles are each assigned a number of distinguishable capabilities. These capabilities are modular and evaluate a single aspect of the transformation.

Each capability is in turn assigned a question with six possible answers. Each answer option corresponds to a maturity level. The maturity levels trace ideal-typical steps of the smart service transformation.

Maturity Evaluation

When the self or accompanied assessment has been completed, the evaluation provides a status quo insight, a benchmarking analysis, a gap analysis and an action roadmap. The evaluation is conducted along a Code of Conduct.

The status-quo insight clarifies a company’s individual status in the Smart Service Transformation at principle level in the context of the design fields. In interaction with assessors, this status can be reflected down to the capability level.

The benchmarking comparison is based on the anonymised analysis of the actual maturity levels of other companies. Filterable by e.g. sector, location or company size, a company can evaluate its own transformation in relation to the peer group.

The gap analysis is based on the definition of the respective goal in the Smart Service Transformation. In comparison to the actual maturity level, fields of action are defined along the principles in which a company should deepen the transformation.

An action roadmap is then developed for the identified fields of action. Each defined measure is assigned to an individual capability. In this way, the implementation of the action roadmap can be monitored via maturity model assessments. 

Maturity Evaluation

When the self or accompanied assessment has been completed, the evaluation provides a status quo insight, a benchmarking analysis, a gap analysis and an action roadmap. The evaluation is conducted along a Code of Conduct.

The status-quo insight clarifies a company’s individual status in the Smart Service Transformation at principle level in the context of the design fields. In interaction with assessors, this status can be reflected down to the capability level.

The benchmarking comparison is based on the anonymised analysis of the actual maturity levels of other companies. Filterable by e.g. sector, location or company size, a company can evaluate its own transformation in relation to the peer group.

The gap analysis is based on the definition of the respective goal in the Smart Service Transformation. In comparison to the actual maturity level, fields of action are defined along the principles in which a company should deepen the transformation.

An action roadmap is then developed for the identified fields of action. Each defined measure is assigned to an individual capability. In this way, the implementation of the action roadmap can be monitored via maturity model assessments. 

Recommended procedure for the transformation

We recommend a clearly structured approach to deepening the Smart Service Transformation along the opportunities offered by the acatech Maturity Hub Smart Services – always based on the maturity model.

If a company wants to set up or deepen a Smart Service business, it should first use the Quick Assessment to get an impression of important fields of action and an understanding of how to structure the Smart Service Transformation.

Maturity model can structure implementation

Subsequently, it should be decided in close coordination with the company management which strategic goal should be focused on with the smart service business and to what extent a transformation should take place. The stages of the maturity model can be target markers.

The accompanied assessment is provided for the initiation of the smart service transformation. The evidence-based on-site assessments along the maturity index and the development of the detailed action roadmap make the company ready to act.

Implementation requires continuous monitoring. This is enabled by milestone assessments. For this purpose, employees can be trained as in-house assessors in order to sustainably develop the smart service business.