## 3 Data Management Maturity Model
### Phase 4--Test
#### 3.3.1 Industry Survey
This significant finding suggests that as companies invest in digital capabilities, reliance on instinct or informal decision-making decreases, which supports the view that digitalization fosters more data-driven approaches. Surprisingly, the correlation between digitalization and data-literate organizations is almost non-existent (\(\rho\) = 0.029, \(p\)-value = 0.903). This suggests that current investments in digitalization are not yet translating into increased data literacy within organizations. Given the high \(p\)-value, this result is likely due to randomness, pointing to a disconnect between digital investment and the development of a data-savvy workforce. Overall, it can be said that the determined correlations do not prove causality in some cases. Nonetheless, a certain trend can be discerned from the results, which is consistent with the overall impression on the topic of data management and is also reflected in the challenges mentioned: digitalization is recognized as a relevant topic in companies, and investments related to managing and dealing with data are made to stay competitive in the future. In the next step, one representative question from the survey was chosen for each process dimension to calculate the overall correlation between the process dimensions (Table 6). These correlations can be seen as a first indicator that can be used later for implementation purposes while building up a roadmap for maturity improvement. \begin{table}
\begin{tabular}{p{108.4 pt} p{108.4 pt} p{108.4 pt} p{108.4 pt} p{108.4 pt} p{108.4 pt}} \hline \hline  & **Strategy (Q9)** & **Processes (Q12)** & **Organization (Q11)** & **Data (Q26)** & **Architecture (Q15)** & **Operations, Support, and Innovation (Q29)** \\ \hline \multirow{2}{*}{**Strategy (Q9)**} & **0.61** & **0.648** & 0.299 & **0.739** & 0.274 \\  & \(p\)-value 0.004 & \(p\)-value 0.001 & \(p\)-value 0.201 & \(p\)-value 0.002 & \(p\)-value 0.243 \\ \hline \multirow{2}{*}{**Processes (Q12)**} & \multirow{2}{*}{0.61} & **0.719** & 0.265 & **0.746** & 0.016 \\  & & \(p\)-value 0.0004 & \(p\)-value 0.259 & \(p\)-value 0.0002 & \(p\)-value 0.946 \\ \hline \multirow{2}{*}{**Organization (Q11)**} & \multirow{2}{*}{0.648} & \multirow{2}{*}{0.719} & 0.44 & **0.759** & 0.235 \\  & & & \(p\)-value 0.052 & \(p\)-value 0.001 & \(p\)-value 0.318 \\ \hline \multirow{2}{*}{**Data (Q26)**} & \multirow{2}{*}{0.299} & \multirow{2}{*}{0.265} & \multirow{2}{*}{0.44} & 0.450 & **0.651** \\  & & & & \(p\)-value 0.046 & \(p\)-value 0.002 \\ \hline \multirow{2}{*}{**Architecture (Q15)**} & \multirow{2}{*}{0.739} & \multirow{2}{*}{0.746} & \multirow{2}{*}{0.759} & \multirow{2}{*}{0.450} & 0.335 \\  & & & & & \(p\)-value 0.149 \\ \hline \multirow{2}{*}{**Operations, Support, and Innovation (Q29)**} & \multirow{2}{*}{0.274} & \multirow{2}{*}{0.016} & \multirow{2}{*}{0.235} & \multirow{2}{*}{0.651} & \multirow{2}{*}{0.335} \\  & & & & & & \\ \hline \hline \end{tabular}
\end{table} 
Table 6: Correlation of process dimensions. Numbers showing a strong positive linear correlation are highlighted in bold. The dimension of strategy has strong connections to the process dimensions of processes, organization, and architecture. The dimension of processes has strong connections to the dimensions of strategy, organization, and architecture. The dimension of data is only strongly correlated with the dimensions of operations, support, and innovation. In general, rather weak/medium correlations (<0.5) of the dimensions of data and of operations, support, and innovation with the other process dimensions are striking. The four process dimensions with the most significant correlations--strategy, processes, organization, and architecture--suggest that improvement in one dimension (e.g., strategy) could lead to positive outcomes in the others, indicating a multiplier effect. Focusing on these dimensions could have the most substantial impact on an organization's overall maturity.