=Paper=
{{Paper
|id=Vol-3930/paper28
|storemode=property
|title=Digital transformation in Agriculture: Navigating challenges and opportunities for sustainable development
|pdfUrl=https://ceur-ws.org/Vol-3930/paper28.pdf
|volume=Vol-3930
|authors=Gavriela Asiminari,Dimitrios Kateris,Dionysis Bochtis
|dblpUrl=https://dblp.org/rec/conf/haicta/AsiminariKB24
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==Digital transformation in Agriculture: Navigating challenges and opportunities for sustainable development==
https://ceur-ws.org/Vol-3930/paper28.pdf
Digital transformation in Agriculture: Navigating
challenges and opportunities for sustainable
development⋆
Gavriela Asiminari1, ∗,†, Dimitrios Kateris1,† and Dionysis Bochtis1,†
1
Institute for Bio-Economy and Agri-Technology (IBO), Centre for Research and Technology-Hellas (CERTH), 6th km
Charilaou-Thermi Rd., 57001 Thessaloniki, Greece
Abstract
The agricultural sector is under increasing pressure from resource depletion, climate change, and the
demand for sustainable practices, necessitating innovative solutions to ensure food security and economic
viability. Digital agriculture, aligned with the Sustainable Development Goals (SDGs), offers significant
opportunities for enhancing productivity, market access, social inclusion, and environmental management.
This study examines the implementation of high-tech services in Greek agriculture through the
DigiAgriFood project. Utilizing tools like the Digital Maturity Assessment Tool (DMAT), the project aims
to guide stakeholders toward comprehensive digital transformation across the agri-food value chain.
Results indicate that technology adoption varies by demographic, educational, and organizational factors,
with younger, more educated farmers and those with larger, urban-adjacent farms more likely to embrace
innovation.
Keywords
Digital Agriculture, sustainability, Digital Maturity Assessment Tool, Information and Communication
Technology 1
1. Introduction
Amidst the evolving landscape of agriculture, there exists an urgent imperative to address the
multifaceted challenges confronting the sector while striving for efficient and sustainable practices.
The agricultural industry, vital for sustaining regional economies and ensuring food security, faces
mounting pressures ranging from the depletion of natural resources to the impacts of climate change.
In this context, the optimization of agricultural practices and the entrance of new technologies
assume paramount importance, necessitating a simultaneous reduction in environmental burdens.
Aligned with the Sustainable Development Goals (SDGs), digital agriculture presents a
transformative opportunity to unlock economic, social, and environmental benefits. From enhancing
agricultural productivity and market opportunities to fostering social inclusivity and environmental
management, the potential impact of digitalization on the agri-food sector is profound. However, the
realization of this potential is contingent upon overcoming various challenges, particularly in rural
areas, where access to technology and infrastructure may be limited. The introduction of Information
and Communication Technology (ICT) in agriculture, though supported by policymakers globally,
necessitates a comprehensive and systematic approach to ensure equitable access and meaningful
adoption.
This work presents the results of the application of high-tech services in the Greek agriculture
ecosystem. In more detail, high-tech services are provided by the partners of the DigiAgriFood
⋆ Short Paper Proceedings, Volume I of the 11th International Conference on Information and Communication Technologies in
Agriculture, Food & Environment (HAICTA 2024), Karlovasi, Samos, Greece, 17-20 October 2024.
∗
Corresponding author.
†
These authors contributed equally.
g.asiminari@certh.gr (G. Asiminari); d.kateris@certh.gr (D. Kateris); d.bochtis@certh.gr (D. Bochtis)
0000-0001-8716-2173 (G. Asiminari); 0000-0002-5731-9472 (D. Kateris); 0000-0002-7058-5986 (D. Bochtis)
© 2024 Copyright for this paper by its authors. Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
CEUR
Workshop
ceur-ws.org 161
ISSN 1613-0073
Proceedings
project to Greek beneficiaries in five regions of Greece. This action aims to empower the digital and
green transformation of the entire spectrum of the agri-food value chain with immediate benefits for
citizens, small and medium-sized enterprises (SMEs) and public sector in the Regions of Eastern
Macedonia and Thrace, Central Macedonia, Western Macedonia, Epirus and Thessaly. It also
presents the application of a Digital Maturity Assessment Tool (DMAT) enabling stakeholders to
identify strengths and weaknesses, prioritize resources effectively, and chart a clear path towards
comprehensive digital transformation [1].
2. Digital maturity assessment
This section presents the application of the digital maturity assessment in a use case, providing
valuable insights gleaned from the application of the digital maturity evaluation framework. This
use case concerns a micro-enterprise, comprising 1-9 employees, situated in north-eastern Greece.
Specializing in agricultural biotechnology and food biotechnology, the enterprise's staff engaged in
rigorous testing of cutting-edge digital solutions and technologies. The enterprise explored a variety
of services, including: a) CO2 monitoring tool; b) Insect traps; c) Conductivity mapping using EM38;
d) UAV field monitoring; e) Weather forecast; and f) Variable rate application. Through this testing
phase, the enterprise gained valuable insights into the practical applications and potential benefits
of these advanced agricultural technologies.
2.1. Results regarding each direction
2.1.1. Digital Business Strategy
Figure 1 illustrates the score of the use case regarding the digital business strategy dimension,
which was 50%.
Figure 1: The score of use case regarding the digital business strategy dimension of digital maturity
assessment tool.
Companies at this maturity level are in the early stages of integrating business strategy and
investments for digitalization, presenting significant opportunities for growth. While the SME has
an initial plan, resources, and receptive management, there is a need to increase commitment and
effort to accelerate digital transformation. Some investments in digital technologies have been made
to modernize operations, such as product/service design and project planning and management.
However, the SME could further benefit from automating key aspects of its operations, including
production and customer services, and by adopting advanced digital technologies in areas like
logistics, marketing, sales, purchasing, procurement, and advanced security. The SME has a
foundational IT infrastructure to support basic digitalization efforts and some IT-skilled personnel,
although their expertise is somewhat limited. Expanding this capability and focusing on advanced
digital tools could unlock significant efficiency and growth potential.
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2.1.2. Digital Readiness
Figure 2 shows the score of use case regarding the digital readiness dimension, which was 17%.
Companies at this maturity level are in the early stages of digital readiness, having adopted a small
number of mainstream digital technologies with minimal business applications. There remains
significant untapped potential for the SME to enhance internal productivity and improve customer
service by leveraging both mainstream and advanced digital technologies.
Figure 2: The score of use case regarding the digital readiness dimension of digital maturity
assessment tool.
This SME would benefit a lot if it considers implementing a number of digital technologies that
could boost its sales (i.e., e-commerce, e-marketing, etc.), improve business efficiency (Information
Management Systems), improve customer satisfaction (web based tools to communicate with
customers), upgrade personnel skills/increase personnel satisfaction and retention (remote business
collaboration (teleworking, virtual learning, etc.)).
2.1.3. Human-Centric Digitalization
Figure 3 displays the score of use case regarding the human-centric digitalization dimension,
which was 93%.
Figure 3: The score of use case regarding the human-centric digitalization dimension of digital
maturity assessment tool.
Companies at this maturity level are highly advanced in fostering human-centric digitalization,
particularly in developing digital skills. A robust training plan is in place to reskill and upskill staff,
actively monitored and implemented. Employees regularly receive comprehensive training in
advanced technologies and digital skills, tailored to their specific roles and needs. This training is
often complemented by opportunities for experimentation and the autonomy to make decisions or
innovate.
The company provides career development pathways for digitally skilled employees and ensures
their active involvement in shaping the company's strategy. Job roles have been redesigned to align
with the demands of the digital era, supported by innovative, digitally enhanced working
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environments and a dedicated digital support service. Overall, staff possess advanced digital skills,
ensuring they are well-prepared for the challenges of the digital age.
2.1.4. Data Governance
Figure 4 presents the score of use case regarding the data governance dimension, which was 45%.
Companies at this maturity level tend to be in an early stage with regard to data management
(storage, organization, access, exploitation, and security of data). The owners of this SME should
adopt and closely monitor a well-defined data management policy or plan. While some data is stored
in a structured digital format, primarily for administrative and financial processes, the integration
and exchange of data across different applications remain limited. As a result, data is not fully utilized
to enhance business operations or inform decision-making to its full potential. Additionally, while
the SME employs mainstream cybersecurity tools, it lacks a comprehensive and concrete
cybersecurity policy to ensure robust data protection.
Figure 4: The score of use case regarding the data governance dimension of digital maturity
assessment tool.
An SME in this range possesses significant untapped potential that can be leveraged through the
implementation of a robust data management strategy, including cybersecurity measures. By
allocating additional resources, the company could unlock the advantages of having its data and
processes digitized and integrated via interoperable systems, enabling seamless access from various
devices and locations.
2.1.5. Automation & Artificial Intelligence
Figure 5 shows the score of use case regarding the automation and artificial intelligence
dimension, which was 20%.
Figure 5: The score of use case regarding the automation and artificial intelligence dimension of
digital maturity assessment tool.
Companies at this maturity level are in the very early stages of adopting automation and
intelligence through digital integration into business processes. No tasks have been automated at
this point, and neither AI nor automation has been utilized to support business, commercial, or
operational activities.
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2.1.6. Green Digitalization
Figure 6 shows the score of use case regarding the green digitalization dimension, which was 80%.
Companies at this stage of maturity are highly advanced in their approach to green digitalization.
Environmental considerations are integrated into most digitalization decisions, including those
related to procurement, energy consumption, and resource reuse. Digital technologies play a key
role in enabling sustainable business practices, such as adopting eco-friendly business models,
optimizing product lifecycles, designing sustainable products, streamlining production processes,
and enhancing service delivery. These technologies are instrumental in reducing emissions,
minimizing pollution, and managing waste. Additionally, they facilitate the efficient use of raw
materials and the eco-friendly delivery of products to customers. Overall, digital solutions are
extensively leveraged to significantly reduce the organization’s environmental footprint, including
waste reduction and energy efficiency improvements.
Figure 6: The score of use case regarding the green digitalization dimension of digital maturity
assessment tool.
3. Overall results
The results show that the adoption of innovative technologies in agriculture is influenced by
factors like farmer age, education, farm characteristics, and external motivations. Older farmers tend
to be more conservative due to traditional practices and limited tech familiarity, while younger
farmers are more open to new technologies. Higher education levels and participation in agricultural
organizations also support technology adoption by providing access to resources and information.
Farm size, location, and external factors like financial considerations and social influences further
impact adoption rates, suggesting the need for targeted support to encourage wider technology use.
A spider chart illustrating the scores across the six investigated dimensions (a period within six
months before the commencement of EDIH support) is provided in
Figure 7a. Subsequently, a final score is calculated as an average from the scores that was obtained
over the six dimensions of the submitted digital maturity assessment questionnaire, namely: i) Digital
Business Strategy; ii) Digital Readiness; iii) Human-centric digitalization; iv) Data Management; v)
Automation and Intelligence; and vi) Green Digitalization. Concerning the present SME, the
calculated score was equal to 51%, as can be seen in Figure 7b.
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(a) (b)
Figure 7: (a) Spider chart summarizing the score of each of the six investigated dimensions (a point
of time not longer than 6 months prior to EDIH support start) and (b) The average score representing
a moderately advanced stage of the digital transformation process of the present SME.
This average score shows that the organization is at a moderately advanced stage of digital
transformation, benefiting from mainstream digital technologies and, to a lesser extent, some
advanced tools. While progress has been made, targeted investments in digital technologies and skills
could further enhance competitiveness, resilience, and sustainability. Current investments cover a
wide range of business operations, but there is room to improve preparedness for more sophisticated
solutions. Although most mainstream technologies are in use, there is untapped potential in adopting
more advanced and disruptive technologies.
The workforce has strong digital skills, but to advance further, the organization needs a well-
planned training program and IT specialists. Encouraging all levels of management and staff to
embrace advanced digital solutions will be key to overcoming resistance to change. The
organization's data management and security are strong, but it could benefit from digital
technologies that enhance business intelligence to stay ahead of competitors. Adopting more ICT
technologies could also help reduce the environmental footprint and improve sustainability.
Additionally, selecting and using more environmentally friendly digital products (like IT equipment)
would further support sustainability goals. Investing in digitalization will elevate the organization’s
digital maturity, giving it a competitive edge in its region and beyond.
4. Comparison with other enterprises
The bar chart in Figure 8 provides a comparative analysis of the digital maturity level of the SME
in question, operating in agricultural biotechnology and food biotechnology, with other enterprises
of similar size across the European Union (EU). The scores are represented on a scale from 0% to
100%, where 0% indicates a lack of digital maturity, and 100% signifies leadership in digital
transformation within the EU.
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Figure 8: Bar chart depicting the comparison of the average score of the user in question with other
enterprises of the same size or country/EU.
The SME's digital maturity score stands at 51%, indicating a moderately advanced stage of digital
transformation. This is significantly higher than the average score of 39% for agricultural
biotechnology and food biotechnology enterprises in Greece, and far above the EU average of 26%.
When compared to similar-sized companies, the SME's score of 51% exceeds the average of 35%.
These results highlight the SME's strong position in terms of digital maturity, both locally and
internationally, within the agricultural biotechnology and food biotechnology sectors. However,
despite outperforming industry averages, there is still room for further progress. Continued
investment in digital capabilities, process optimization, and emerging technologies will enhance its
competitiveness and drive further digital transformation within the sector.
Acknowledgements
This research was co-funded by the European Union, under the Digital Europe Programme and
the "Competitiveness Programme 2021-2027" programme, project «DigiAgriFood - Digital
Transformation and Green Transition of the Agri-Food Value Chain in Central and Northern
Greece» (GA 101083951 - OPS6001525).
Declaration on Generative AI
The author(s) have not employed any Generative AI tools.
References
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[2] A., Rossmann, Digital maturity: Conceptualization and measurement model. San Francisco,
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