Since the 1990s, a limited number of middle-income economies have successfully transitioned to high-income status, with many experiencing premature growth slowdowns as wage advantages diminish andinnovation capacities lag. The phenomenon known as the middle-income gap, often referred to as themiddle-income trap, occurs when economies attain a mid-level income yet stagnate before reaching high-income classification. Countries with per capita incomes ranging approximately from $1,000 to $12,000that do not progress into high-income economies suffer from this middle-income gap.
Middle-income economies frequently encounter the risk of losing competitiveness in conventionalmanufacturing while concurrently struggling to advance up the value chain, a situation described as themiddle technology trap. This trap is associated with limited research and development (R&D), weakspillover effects, and institutional deficiencies.
Mid-size enterprises within these economies often experience compressed profit margins, restricted accessto sophisticated financial instruments, and challenges in expanding internationally. Consequently, mid-sizefirms typically face obstacles such as sluggish growth, increasing costs, and difficulties in competing on aglobal scale. Empirical evidence illustrates firms in nations such as Brazil and Malaysia grappling withinnovation and scaling issues as a result of this trap.
The World Development Report 2024 characterizes potential pathways for escape, which transition fromfinancial investment to infusion of technologies and business practices, ultimately culminating ininnovation. It notes the presence of 108 middle-income economies at the conclusion of 2023 and highlightsenduring challenges, such as aging populations, rising debt burdens, and increasing protectionism.
Task 1 (8%)
Dawn Components Sdn Bhd (ACS), a mid-size industrial commercial vehicle components manufacturerwith approximately USD 180 million in revenue and 1,200 employees, has been thriving as a Tier-2 supplierto global OEMs for two decades, primarily benefiting from lower labor costs and dependable quality.However, since 2022, the company has faced challenges, including margin compression due to annual wageincreases of around 7% and intensified price competition from lower-cost producers, reflecting a typicaldynamic for middle-income economies. Additionally, ACS has seen a widening productivity gap compared to larger competitors, which is indicative of the broader trend where SMEs tend to experience slower totalfactor productivity growth in the aftermath of pandemic crisis; closing these productivity gaps couldpotentially contribute significantly to GDP growth in emerging markets. Moreover, financing constraintshave hindered the company’s ability to scale up intangible assets such as software, intellectual property, anddata, which is a common issue for SMEs in similar contexts. Digitalization efforts within the company havebeen uneven, with only pockets of automation and basic ERP systems in place, while advanced technologieslike cloud computing, artificial intelligence, and data governance have remained largely ad-hoc due to alack of persistent budget allocation for digital initiatives. In response to these challenges, ACS’s board hasmandated a three-year digital transformation initiative set to begin in the fourth quarter of 2025, aiming toincrease labor productivity and asset turnover, develop data-driven services such as predictive maintenanceand digital twins for OEMs, and diversify revenue through regional e-commerce of spare parts.
Question:
As a Digital Transformation Officer, what recommendations can you propose for a digitaltransformation strategy based on the digital maturity models explored in our course? Your response mustdemonstrate how the digital maturity modelswhether singular or multipleare employed and adapted todevelop the digital transformation strategy. Furthermore, your strategy should delineate a credible pathwayfrom investment to innovation while considering the resource constraints faced by ACS, similar to thoseencountered by many mid-sized firms. These constraints may include financial limitations, technologicalchallenges, and often a deficiency in digital governance frameworks. It is essential that your answer clearlyoutlines the constraints and assumptions made regarding the case.
Important notes:
1- Digital maturity model used in course are : Forresters Digital Maturity Model
Deloittes Digital Maturity Model
BCGs Digital Acceleration Index (DAI)
KPMG Connected Enterprise Maturity Assessment Diagnostic tool
2- No AI and palagrisim free and, kindly attach a report
3- Provide references
4- the professor need have good constraints and a link between them and Demonstrate how the digital maturity models are employed and adapted, and need to have strategic not technical
Requirements: 1 page to 1 page & half
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