Digital Fit(ness) - is ‘being in a fit with’ enough?

Researchers struggle to understand the nature of digital transformation and approach the conceptualization from various research perspectives. Concurringly, digital transformation is seen as an evolutionary change process with an increasing digitalization at its heart. Although a process requires a target state, a target state for digital transformation has not been discussed satisfactorily so far. Consequently, it is difficult for managers to steer with an eye on the goals in this change process. To provide guidance in this change endeavor for managers, researchers have developed different digital transformation maturity models. These models typically suggest a linear development for organizations but neglect idiosyncratic development paths for digital transformation. They combine aspects of matching current stakeholder demands with being prepared for future demands regarding digitalization. However, they typically design an end state or a best stage, which seems to be contradicting as digital transformation as an evolution has no target or end. To address this challenge of evolutionary change, a concept of digital fitness is introduced in this contribution, which reflects the ability of organizations to cope with current and future expectations of external stakeholders. A digital fitness model is presented that claims to conceptualize how a responsible management - focusing on the Chief Digital Officer and the Chief Information Officer - can decide for an appropriate level of digital fitness according to present and future external expectations. Building on that, a digital fitness matrix with implications for management strategies is presented.