Digital transformation has fundamentally changed the nature of work, shifting organizational activities from physical, task-based models to digitally mediated processes. As businesses compete to create engaging experiences for employees and customers, Organizational Digital Intelligence (ODI) has emerged as a critical determinant for success in the digital age. Organizational Digital Intelligence is defined as an organization's capability to effectively monitor, understand, evaluate, and employ digital technologies in decision-making, learning, and value creation. ODI goes beyond mere technology adoption; it encompasses an organization's capacity to adapt to digital changes, analyze data, engage in intelligent learning, and develop technological capabilities that sustain competitive advantage and innovation. Organizational Digital Intelligence features a three-stage framework and consists of digital ambition, digital skills, and digital literacy, each effected through the following activities: monitoring and shaping (ambition), selecting and structuring (skills), and stimulating and educating (literacy). It also identifies key features of digital intelligence – including digital literacy and competence, critical thinking, digital security and privacy, digital ethics, adaptability to emerging technologies, digital collaboration, data-driven decision-making, and continuous learning – which enable both individuals and organizations to leverage digital opportunities while managing associated risks, such as the spread of digital misinformation among users with low digital intelligence.

To contextualize organizational assessment, McKinsey & Company's Digital Quotient (DQ) framework is employed, which assesses organizational digital maturity across four dimensions: culture, strategy, capabilities, and organization and talent. Based on this framework, as well as the proposed ODI model, this article argues that comprehensive and adaptive assessment tools – capable of evaluating both technical and digital soft skills – are essential for organizations to identify their strong and weak points in digital readiness.

Finally, amidst the continuous transition from the Fourth to the Fifth Industrial Revolution, fostering organizational digital intelligence is not a choice but a necessity for organizational resilience, competitiveness, and long-term sustainability in an increasingly interconnected digital economy.