เปรียบเทียบวิธี

	มาตราส่วนความพร้อมสำหรับการเปลี่ยนแปลงดิจิทัล	การวางแนวทางกลยุทธ์
สาขาวิชา	การจัดการเชิงกลยุทธ์	การจัดการเชิงกลยุทธ์
ตระกูล	Process / pipeline	Process / pipeline
ปีกำเนิด	2014	1978
ผู้ริเริ่ม	George Westerman, Didier Bonnet, Andrew McAfee (MIT Center for Digital Business)	Miles and Snow; extended by Miller and Friesen
ประเภท	Organizational self-report questionnaire	Organizational self-report questionnaire
แหล่งต้นตำรับ	Westerman, G., Bonnet, D., & McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1–6.	Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill.
ชื่อเรียกอื่น	Digital Readiness Scale, Digital Maturity Scale, Digital Transformation Assessment	Strategic Posture Scale, Miller-Friesen Framework
ที่เกี่ยวข้อง	5	5
สรุป	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.	Strategic Orientation refers to the fundamental approach an organization adopts when competing in its market, encompassing its competitive strategy, market focus, and organizational design. Miles and Snow's (1978) foundational framework identifies four strategic postures: Defenders (focus on stable market segments, operational efficiency, and incremental innovation), Prospectors (pursue new market opportunities, drive innovation, accept higher risk), Analyzers (balance efficiency and innovation, serve established markets while exploring adjacent opportunities), and Reactors (lack clear strategy, respond reactively to environmental pressures). This scale operationalizes Miles and Snow's framework, revealing an organization's strategic type and fit with its environment and structure.