## 3 Data Management Maturity Model
### Phase 5--Deploy
#### 3.4.1 Short Assessment  
The deployment of the refined model, along with its questionnaire, was conducted as a short assessment since the full questionnaire was not tested but rather only representative questions involving 31 experts from various industry sectors with expertise in data and analytics. The participants were a group of experts from various industry sectors. This allowed for more detailed, well-founded insights that carried more weight than the results of less specialized participants. Representativeness was achieved through the quality and relevance of the opinions collected. During this short assessment, participants were asked to explicitly identify the most significant current challenges. These challenges were then compared to the initial challenges identified in the earlier survey results to confirm the selection of dimensions and capabilities. A representative number of questions were chosen for each process dimension to provide an initial overview of the organization's maturity and to validate the refined maturity levels, dimensions, and the questionnaire in this first iteration. Figure 7 illustrates the distribution of participants by industrial sector. The majority of participants were from the automotive sector (31 percent), while the chemicals and pharma sectors collectively accounted for the second-largest group, with 5 out of 31 participants. The results of the short assessment showed that the top-performing organization had a maturity level of 4.83 out of 6, while the average had a maturity level of 3.61, which is between a managed and established maturity level. In the following Figure 8, the average maturity levels of the six process dimensions are presented (regarding all industries and best in class). Best in class is always the value of the highest maturity in each process dimension. Each best-in-class value can be from a different organization. Additionally, the average of the chemicals industry is mentioned, as this industry showed the best results compared to all industry sectors. The result here reflects a trend and is intended to serve as an indication, as the number of participants in the various industries varied. The dimensions of organization (average score of 3.39) and operations, support, and innovation (average score of 3.42) exhibited lower degrees of maturity when comparing the average values across all industries. Overall, the maturity levels identified through the short assessment primarily fell between levels 3 and 4. This indicates that, moving forward, organizations must continue to recognize the value of data and utilize them not only to advance technology in line with Industry 5.0 but also to address existing organizational shortcomings. This reinforces findings from the correlation analysis, which suggest that while investments are being made in digitalization, most companies are not yet fully capitalizing on the added value of data. Table 8 presents the challenges identified in the short assessment. Moreover, all identified challenges are mapped to the corresponding capabilities that address them within our model. Notably, no challenges were assigned to the operations, support, and innovation areas. This is likely because the foundational elements are not yet fully developed, making innovative topics a lower priority or not yet relevant. However, the model is flexible and can be improved or extended as new challenges arise. When this occurs, a recalculation of weightings should be performed to reflect the current situation. The most significant challenges are associated with the dimensions of strategy and organization. While the  
Figure 8: Results of short assessment per process dimension. Figure 7: Participants’ industries. maturity of the strategy process dimension appears to have the highest overall average maturity across all industries, the organization dimension still has considerable room for improvement. The same challenges arise regardless of the industry sector.