<![CDATA[Background: Digital wallet services depend on frequent software delivery while operating under stringent requirements for availability, security, and accountability. In such environments, extensive CI/CD automation does not necessarily imply an equally mature governance framework. Objective: This study assesses the extent to which technical automation in a CI/CD pipeline is accompanied by mature governance practices in an Indonesian digital wallet organization using five ITIL 4 practice domains. Methods: A single-case mixed-methods design combined Likert-scale maturity scoring with semistructured interviews, direct observation, and document review. The assessment covered Change Enablement, Release Management, Deployment Management, Continual Improvement, and Information Security Management, with quantitative findings triangulated against operational evidence. Results: Change Enablement (3.4), Release Management (3.0), Deployment Management (3.4), and Information Security Management (3.2) were classified at the Defined maturity level, whereas Continual Improvement (2.6) remained at the Repeatable maturity level. Gap analysis against an ideal score of 4.5 identified the largest gap in Continual Improvement (1.9), followed by Release Management (1.5), Information Security Management (1.3), and Change Enablement and Deployment Management (1.1 each). Conclusion: The case demonstrates that substantial CI/CD automation can coexist with uneven governance maturity. Governance is comparatively standardized across change, release, deployment, and security practices, but continual improvement remains less institutionalized, indicating that technical capabilities have advanced faster than systematic organizational learning and performance improvement.]]>
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