# Towards a Maturity Model for IoT Adoption by B2C Companies
## 7. Maturity Model
### Maturity Model Refinement and Validation  
A second series of interviews was conducted to evaluate the initial model and the structure of dimensions and sub-dimensions was refined accordingly. After collecting the feedback from the experts, the changes they proposed were implemented as long as they were supported by any of the other two main sources of information (i.e., literature or adoption cases). In general, the initial maturity model received positive feedback from the experts. The choice of five maturity levels was approved, with minor modifications to their definitions. Both of the experts also approved identified dimensions and sub-dimensions. Both experts stressed the importance of adding a Data Analytics sub-dimension to the dimension Data. It was argued that the dimension _Data Management_ does not include the processes related to processing, analysing, and extracting the value from data, which is one of the main purposes of IoT. Therefore, the sub-dimension _Data Analytics_ was added. Next, both experts also pointed out that the initial model did not contemplate how, where, and what kind of data is being collected. Thus, the sub-dimension _Data Collection_ was added. Next, there were different opinions regarding the _Business Process_ dimension. Expert 1 was more inclined to agree with the initial structuring and _Business Process_ being a separate dimension, while Expert 2 explained that he sees it more as a sub-dimension of _Organisation_. While both views can exist, business process management is a discipline in operations management, so it is logical to include it under the Organisation dimension. Moreover, Expert 1 argued that decision making is a part of Business Processes, while Expert 2 suggested renaming it to decision-making process. Indeed, decision making is also a process in its nature, so it makes sense to discuss it in the business process sub-dimension. This remark also supports the previous modification of including business processes under organisation, because there is a strong link to other sub-dimensions in this dimension. Moving on to the sub-dimension Culture. Expert 1 had a strongly opposing view to the inclusion of this sub-dimension in the model. He claimed that it brings unnecessary vagueness to it. However, Expert 2 approved this sub-dimension and discussed how in reality different cultures in the company call for different approaches and efforts in the IoT adoption, and that it does indeed impact this process. The literature analysis (see Section 4.2) also confirms that organisational culture is highly important and its transformation is an essential point of the adoption process. Therefore, sub-dimension Culture remains in the model. It is important to note, however, that it was renamed to culture of change to better reflect the content of this sub-dimension, based on the remark of Expert 2. Similarly, the sub-dimension IoT Team was renamed to IoT Implementation Support Team for the same reason. Finally, the experts were asked about their opinion on the importance of reflecting business model transition in the model and how it should be carried out. Both experts agreed that it is a valid topic in the IoT adoption process. However, they explained that it is not limited to transition, but includes other possible business model modifications as well. Expert 1 stated that he would not include business model transition as a separate dimension. Similarly, Expert 2 did not mention its inclusion separately but instead proposed to explain it in the Strategy sub-dimension. The final model consists of four dimensions and twelve sub-dimensions over five maturity levels. The final model is presented graphically in Figure 2. Novel dimensions, which are not found in any of the identified existing maturity models, are coloured in orange. After the model refinement process was complete, the definition of dimensions, sub-dimensions, as well as the definitions of maturity across the levels were developed together with the experts.