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Why technology and data maturity should be on every board’s agenda
Malta Technology & Data Maturity Index
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Deloitte Malta surveyed local companies about their technology and data aspirations and the implementation of technology projects. Pierre Mallia, Deloitte Malta’s Technology & Transformation business leader, discusses what emerged from this interesting local study.
Malta's business leaders tell us they understand the importance of technology. 84% say technology is core to their competitive advantage and 87% are engaging with Generative AI in some form. Yet when we look at what Maltese organisations are actually doing on the ground, a different picture emerges. Only 11% have achieved enterprise-wide AI adoption, just two-thirds have modern core systems, and only 25% have an integrated systems environment needed for modern data-led operations.
This gap between intention and reality is not new in business, but as competition and technological change accelerate, it becomes increasingly important for businesses to prioritise and deliver the technology projects that matter most in the right order.
The organisations that outperform their peers are those that build strong foundations: high-quality data, clear governance, investment in people, and disciplined execution. In my experience, targeted investment, a clear data strategy and speedy execution are likely to outperform large arbitrary spending in almost all Maltese business environments.
Four themes
Our research identified four themes that define where Malta's organisations stand.
All four of the themes speak primarily to the role of the board and senior leadership in how companies plan for and execute technology budgets and projects. We sometimes default our technology planning to our technology or IT teams when digital transformation requires cross-organisational engagement on people and capabilities, processes and objectives, and governance and risk management.
Conclusion
The organisations that will define Malta's competitive advantage in the next five years are those that build strong foundational capabilities: formal data strategies, modernised and integrated systems, documented governance frameworks, and strategic investment in talent acquisition and development. They will apply the same discipline to digital transformation that they apply to financial management or regulatory compliance.
I encourage every CEO and board chair in Malta to assess their organisation's maturity. Conduct a comprehensive data quality assessment and establish formal data and technology strategies. Think creatively about how to address talent constraints and extend the discipline you apply to business continuity and growth to data and technology governance domains.
This is not about spending more. It is about spending smarter and getting the basics right.
