Abstract:

Driven by new developments, technologies, and digitization, organizations and employees are faced with new challenges. Nowadays, the work environments of organizations and their employees are changing fundamentally. Therefore, learning becomes one of the key factors to meet the requirements of the digitized world. It ensures skill development and employability. But also learning itself changes as well. Digital learning on-demand enables employees’ efficient learning in highly dynamic or restricted workplace environments. Companies need to be able to adapt to new requirements.

But this is not a self-evident process an organization can easily accomplish. For instance, the implementation of new technologies, mobile devices and digital tools in work task can only be the first step. Instead, fundamental changes in organizations’ strategy and operations are necessary for successful transformation. Furthermore, companies have to develop a comprehensive understanding of competencies employees need to meet the requirements of the digitized work environment. Especially, a modern learning culture will sustain new learning opportunities to increase employees’ competencies and establish a collaborative environment with feedback, error management and curiosity. However, the change of an organization needs a plan! Initially, disruptive changes and organizational transformation require a comprehensive understanding of organizational maturity. Such an analysis provides differentiated approaches for organizational development.

The project MeQ:ino - media qualification individual and organizational examined a holistic approach. The project focusses on organizations and employees who are still at the beginning of the digitization process. On the one hand, employees' media competencies are increased by a triadic approach (encourage, enable and engage) with elements of gamification. On the other hand, a comprehensive analysis of organizational maturity focussed on digitization. Therefore, a model of organizational maturity was developed. A literature review identified different aspects of organizational maturity. Several aspects, relevant for companies at the first step to digitization were selected. An empirical analysis indicated the factors strategy, governance, leadership, employees, and learning culture. The factor "employees" considers individual competencies for use as well as anxiety and reservations towards digital media. Further, the learning culture contains the importance of e-learning, dealing with errors, and possibilities for collaborative work. The model was applied in four different companies and analyzes strengths and weaknesses in several factors. Based on the results, organizational changes could be suggested.

In conclusion, the comprehensive model enables the description of organizational maturity concerning digitization to identify approaches for change.

Keywords:

Digitization, digital learning, organization.