Comparer des méthodes

	Échelle de préparation à la transformation numérique	Échelle des Capacités Dynamiques
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	2014	2007
Auteur d'origine	George Westerman, Didier Bonnet, Andrew McAfee (MIT Center for Digital Business)	David J. Teece
Type	Organizational self-report questionnaire	Organizational self-report questionnaire
Source fondatrice	Westerman, G., Bonnet, D., & McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1–6.	Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
Alias	Digital Readiness Scale, Digital Maturity Scale, Digital Transformation Assessment	DCV, Teece Dynamic Capabilities
Apparentées	5	5
Résumé	Digital Transformation Readiness refers to an organization's preparedness to successfully adopt digital technologies, redesign business processes, and develop new digital capabilities to compete in increasingly digital markets. Westerman, Bonnet, and McAfee (2014) identify nine elements of digital transformation spanning technology (systems, data, infrastructure), people (skills, culture), and governance (leadership, decision authority). Organizations with high digital readiness leverage digital technologies to create competitive advantage; those with low readiness experience failed technology implementations, continued legacy system dependence, and competitive disadvantage. This scale measures organizational readiness across four dimensions: technology capability, people and skills, organizational culture, and governance and leadership—revealing where transformation barriers exist.	Dynamic Capabilities (DC) represent an organization's capacity to sense new opportunities and threats, seize those opportunities through strategic investments and organizational changes, and reconfigure assets and organizational structures to adapt to shifting competitive environments. Teece (2007) articulated this framework in the Strategic Management Journal, arguing that dynamic capabilities—not static resources—explain sustained competitive advantage in turbulent, knowledge-intensive markets. This scale operationalizes the three core processes underlying DC: sensing market and technology changes, making swift strategic decisions, and reorganizing the firm to exploit new opportunities.