BENCHMARK
Where does your sector actually stand?
1,575 companies, 17 sectors, 46 countries. Digital maturity and AI maturity measured separately and then together, so you can see which one your sector is carrying and which one it is not.
The DAIMI Vitality Chart
Every assessed company, plotted on two forces — and DAIMI is the average of the two, so a company’s distance up the diagonal is its score. Velocity is what a company is doing — how it serves customers, how it runs, how it innovates. Endurance is what lets it keep doing it — its people, its governance, its technology. Speed without endurance stalls; endurance without speed never starts.
Figure: DAIMI Vitality Chart
Company count: —
DAIMI
Loading the benchmark…
- Iron Man (—)
- Moving fast on foundations that hold. Both scores above the global average — the combination that turns a transformation programme into a way of operating.
- Marathon Runner (—)
- The foundations are there — people, governance, technology — but little is being run on them yet. The capacity to change exists ahead of the appetite.
- Sprinter (—)
- Visible momentum on customers, operations and innovation, built on foundations that have not kept up. The pace is real; it is borrowed.
- Walker (—)
- Below the global average on both. Neither the moves nor the capacity to sustain them — where most of the benchmark still sits.
One dot per assessed company, 1,575 in total, anonymised to a company ID. DMI measures digital maturity, AIMI measures AI maturity, and DAIMI is the two together — the AI section is one of five in every dimension, so it carries 20% of the combined score. The dashed lines are the global averages, 2.92 Velocity and 2.93 Endurance, and mark the four profiles; they were not on the original chart.
The three indices, by sector
DMI measures digital maturity, AIMI measures AI maturity, and DAIMI is the two together — the AI section is one of five in every dimension, so it carries 20% of the combined score. Where the two diverge is usually the more interesting number.
| Sector | Companies | DAIMI | DMI | AIMI |
|---|---|---|---|---|
| All sectors | 1575 | 2.93 | 3.06 | 2.38 |
| Airlines | 45 | 2.92 | 3.13 | 2.08 |
| Airports | 30 | 3.06 | 3.29 | 2.16 |
| Automotive | 76 | 3.20 | 3.32 | 2.73 |
| Banking | 152 | 3.35 | 3.43 | 3.00 |
| Construction | 76 | 2.69 | 2.84 | 2.06 |
| Consumer Goods | 106 | 3.04 | 3.13 | 2.67 |
| Energy | 76 | 2.88 | 3.02 | 2.33 |
| Insurance | 121 | 2.99 | 3.10 | 2.57 |
| Logistics | 121 | 2.89 | 3.07 | 2.19 |
| Manufacturing | 136 | 3.00 | 3.18 | 2.26 |
| Pharmaceuticals | 45 | 2.84 | 3.01 | 2.18 |
| Public Services | 45 | 2.66 | 2.79 | 2.11 |
| Retail | 152 | 3.00 | 3.03 | 2.86 |
| Services | 152 | 2.71 | 2.88 | 2.01 |
| Technology | 121 | 2.68 | 2.83 | 2.08 |
| Tourism | 76 | 2.60 | 2.76 | 1.92 |
| Utilities | 45 | 2.88 | 3.03 | 2.31 |
Averages as published by Digitopia’s benchmark. Companies counted per row; a sector with fewer than five is not scored here.
Your country, your sector, your size
The six dimensions for a single (country, sector, size) cell. This is the view the old benchmark tool offered, rebuilt on the current data.
Loading the benchmark…
How to read these numbers
Every score is on a 1–5 scale, and the distance that matters is small: the gap between the strongest sector and the weakest here is about three quarters of a point. A sector at 3.35 and one at 2.60 are not two versions of the same company with different budgets — they are organisations that decided different things about data, about who owns a customer problem, and about whether a pilot is allowed to end.
Read DMI and AIMI apart before you read DAIMI. A sector can hold a respectable digital score while its AI score sits a full point below it, and that gap is the honest picture of where most companies are: the foundations largely built, the capability on top of them barely started. Banking is the one place where the two are close. Tourism is the clearest case of the opposite.
What the sample is, and what it is not
The benchmark is 1,575 assessed companies, not a survey panel. Each one worked through the full instrument — six dimensions, thirty sections, a hundred and twenty-eight topics — so a score is a position against a defined standard rather than an opinion about oneself. That is the strength of it.
The limit is composition. Türkiye is 551 of those companies and the United States 394, which together is sixty per cent of the total, and the country-level cells draw on regional studies rather than one worldwide panel — the study behind each cell is named under it. Treat a country figure as what those companies scored, not as a national average, and treat any cell with a handful of companies behind it as the anecdote it is. Cells with fewer than five are not shown at all.