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Organizational culture can be defined as the set of characteristics that distinguish one organization from another through the establishment of norms and values that describe the behavior of the people who work there. Little by little, organizations have realized that digital transformation goes far beyond a simple technological change; it requires the alignment of organizational strategy, people, culture, mentality, the development of human talent, and leadership. The purpose of this research work is to identify, through the application of a correlational statistical model, the impact of the organizational culture on the success of digital transformation projects.

In a business context characterized by constant change, companies highlight management models focused on the growth of people and, derived from this, on the generation and proper management of knowledge. In this sense, business leaders have understood that the adoption of good management practices within companies is an incremental process, framed in time and backed by the ability to learn their employees have. Therefore, business maturity could be understood as a constant process of transformation, in which the knowledge that resides in the workers is the main piece to reach an optimum level of excellence. The research work aims to highlight the importance of knowledge management models in organizational maturity processes, specifically with respect to the cycle of adoption of good project management practices. This study is supported by a thorough bibliographic review that allows us to contrast organizational learning capacity with the ability to adopt good practices.