Recent advances in the application of information and communication technologies (ICT) open up a wide range of possibilities for enhancing the value of information in organizations. Whatever the sector, organizations are expected to take advantage of new technologies. Far from being purely technological, this transformation is forcing organizations to rethink the way they do things. The complexity of the digital transformation of organizations raises many issues. In the healthcare sector, this complexity is characterized by, among other things, the large number of players from a variety of professions with different objectives, the challenges of information circulation, the existence of several types of establishments, facilities or units, and the spatial distribution of these organizations. One of the challenges posed by the transformation of these entities is to identify their state of progress towards digital organizations, and the levers for promoting it. How can we measure this status and define the way forward, while ensuring overall consistency? This report proposes a model for measuring the digital maturity of these organizations, based on the construction of a theory of change, in which the program to be transformed is the operation of healthcare establishments and facilities. The particularity of this model is that it's multidimensional, anchored in the organization's three levels of action (strategic, tactical and operational) and adaptable to the reality of the organization and its environment. This flexibility is designed to enable the organization to measure its digital maturity according to its reality (budgets, available skills, etc.), but always considering all levels of organizational action.