Purpose This study addresses the gap in digital transformation (DT) maturity models that inadequately consider employee needs, leadership roles in transformation processes and artificial intelligence (AI) integration in change management processes, particularly for skilled trades enterprises. It further examines how these human-centred change capabilities support AI-enabled digital innovation and transformation projects, thereby linking DT, project management and innovation in the skilled trades context. Design/methodology/approach Using the echeloned Design Science Research approach, three new maturity model dimensions for change management were developed, which adequately consider employee needs in DT, leadership roles in transformation processes and AI integration. The dimensions were validated through qualitative focus groups with 39 skilled trades experts using a structured four-step evaluation process. The study focuses on DT projects, such as the introduction of AI-supported tools and digital services, and explores how the maturity dimensions can guide the planning and implementation of these AI-enabled innovation projects. Findings The three dimensions successfully enable organizations to assess change management maturity and derive actionable recommendations, though structured facilitation is required. Practical utility depends on establishing clear baselines (e.g., regulatory requirements) and linking abstract maturity levels to specific activities. Practitioners found the model understandable and applicable after a proper introduction. In the context of AI-enabled transformation projects, the dimensions help leaders and project teams to prioritize actions that foster employee well-being, reduce resistance to AI and digital technologies and align innovation efforts with the organization's dynamic capabilities. Originality/value This research uniquely integrates dynamic capabilities theory with change management practice in projects of DT, positioning leadership, change competence and AI as mutually reinforcing organizational capabilities. The first time, maturity model dimensions specifically designed for skilled trades that combine human-centred change management with AI integration, prioritizing employee well-being and organizational culture in DT processes are introduced. By explicitly framing DT as a series of AI-enabled innovation projects, the study contributes to emerging research on the role of AI in project management and demonstrates how a maturity model can bridge AI, project management and innovation in SME and skilled-trades settings.
Bosbach et al. (2026) studied this question.