# A Review of Industry 4.0 Assessment Instruments for Digital Transformation
## 4 Discussion
It is considered the \"input\" for the transformation of Industry 4.0. Development of new smart products, services, and business operations and promote collaboration between stakeholders that fosters progress, structure, and leadership. & Business models Strategic partnerships and collaborations Technology investment Leadership \\
2 & Workforce & Implementing and developing suitable technical and management skills is necessary for digital transformation. Also, the willingness, autonomy, openness of the workforce, and flexibility are & New and better qualifications Learning platforms \\  & & & \\  & &  
The criteria considered in the different tools (maturity models, roadmaps, frameworks, and readiness assessment, questionnaires, checklists, and surveys) found in the literature were helpful to provide insightful information about how an assessment instrument can help to diagnose a company in terms of Industry 4.0, the industry where it is applied, and the technologies that are considered. To further elaborate on the first point and comprehensively answer RQ1, Table 5 presents some observations that can be derived by combining the information from the papers chosen in the SLR (see Table 2) and classified into three categories. To provide a thorough response to RQ2 and further elaborate on the second point, it has been concluded through the SLR that evaluating Industry 4.0 digital transformation requires the consideration of dimensions and their drivers as key components. Consequently, 10 dimensions have been identified, including _strategy_, _technology_, _product_, _culture_, _service_, _process_, _operation_, _organization_, _goverance_, _and_ _operation_ (as outlined in Tables 3 and 4). A detailed description of each dimension and its corresponding drivers can be found in Table 6.  
The strategy dimension is the most used dimension followed by technology. [PERSON] et al. [22] include strategy and technology as dimensions in their assessment instrument. They evaluate strategy by analyzing if the organization includes plan of actions focused on the digitalization and incorporation of Industry 4.0 principles. On the other hand, they evaluate the technology dimension by analyzing the current adoption of Industry 4.0 enabling technologies, e.g., the Internet of Things, cyber-physical systems, robotics, automation, cloud, and big data, among others. The remaining dimensions (workforce, leadership, clients, smart factories, smart products and services, governance, operations, and supply chain) are the most common ones retrieved in the 36 research articles. [PERSON] and [PERSON] [15] define the \"operations\" dimension as the processes, actions, methods, and technology impacting the organization's productivity. Their proposal includes operational questions that focus on components such as automation, integration, and methodology implementation, among others. Another important dimension for Industry 4.0 and digital transformation is governance, which refers to an organization that abides by established rules and regulations. [PERSON] and [PERSON] [54] used governance as part of their maturity model and evaluated its capability items such as top management participation, consultancy, regulations, data, and information sovereignty, among others. Other authors, such as [PERSON] et al. [42] and [PERSON] et al. [41], also use governance to manage digital transformation in industries such as manufacturing and business process management. The dimension smart services and products consider the use of artificial intelligence in products and services, which may help identify ways to improve and optimize the digital supply chain, adding real value. The most important issue is how companies can obtain information about the process of a product/service, and recording the status and location