Strategic trajectories of adaptive digital transformation in FMCG retail: a matrix approach

The article develops a matrix-based model for selecting strategic trajectories of adaptive digital transformation in FMCG retail aimed at identifying mismatches between internal digital readiness and the actual level of technology adoption. The proposed approach combines two interrelated strategic dimensions: digital readiness, reflecting management commitment, digital potential, organizational culture, and digital strategy, and technology adoption, characterizing the extent to which digital solutions are embedded in customer-facing, operational, analytical, and logistics processes. An additional readiness-adoption gap is introduced to assess the degree to which accumulated internal digital capabilities are converted into implemented technological solutions. The research is based on system, comparative, structural-logical, and analytical approaches, as well as methods of grouping, synthesis, scientific generalization, and sample-relative positioning. The results indicate that a high level of internal digital capability does not necessarily correspond to an equally intensive level of technology adoption, while similar technological configurations may require different managerial responses depending on the internal capability structure of the retailer. The relationship between digital readiness and technology adoption is therefore interpreted not as a static maturity characteristic but as a dynamic strategic configuration reflecting the balance between organizational potential and technological implementation. To translate diagnostic results into managerial decisions, a matrix of four strategic trajectories is proposed: scaling and differentiation, mobilization of latent capability, consolidation and balancing of digital capabilities, and foundation building. Each trajectory is associated with a differentiated set of managerial priorities concerning capability development, technology portfolio renewal, process reconfiguration, data integration, digital competencies, and strategic coordination. The developed framework supports the identification of underused digital capabilities, implementation gaps, organizational bottlenecks, and imbalances between technological development and internal readiness. Its practical application can facilitate the prioritization of digital initiatives, strategic monitoring, adaptive adjustment, control, and recurrent recalibration of digital transformation trajectories in FMCG retail enterprises.