Organisation Science Maturity Levels
Dynamic Systems Maturity Theory (DSMT) is the foundation theory that underpins The Organisation Capability Maturity Framework (OrgCMF™). DSMT was researched and developed by Dr. Myles Sweeney, co-founder of The Organisation Development Tools Institute (ODTI). The theory is based on existing theory and knowledge from Psychology, Learning, Economics, Management and Leadership.
You can view the Maturity Roadmaps for an organization or team overall, at a Macro Capability Level (Dynamic), or Micro Capability Level (Construct) by using the OrgCMF™ drop-down on the navigation bar above and selecting which Reference Model reflects your interest area.
Most of the existing Capability Maturity Models, such as CMMI, IT-CMF & COBIT as examples are based on a 5 level maturity scale which is chosen because 5 levels are easy to grasp by humans, they are also descriptive in that they assign described behaviours and practices to one of the five maturity levels based on some level of correlation with performance.
DSMT is a normative (derived from a standard) model, rather than descriptive. It has 15 clearly defined and named maturity levels as outlined below, and these levels and their respective Body of Knowledge underpin OrgCMF™ and are practically used for "Deep Diagnostic" assessments.
Additional research & development by ODTI led to the operational and practical 7 level scientific Maturity Scale that is presented and used within the Triage & Diagnostic Assessment tools, related reports and guidance and published OrgCMF™ Body of Knowledge.
Maturity Levels Summarised
Leadership
The organisation is seen as an innovative and high performing growth engine in multiple domains, it is Innovative, Agile & Influential, The Culture is Regenerative.
Advantage
The organisation is a leader in a Domain. It has Innovative, Agile systems leading to above average internal and external performance. The Culture is Expressionist.
Competitive
The organisation has adaptive systems and culture, leading to maintenance of competitiveness and market position. The Culture is one of Dynamic Learning.
Operational
The organisation is formalised and compliant and may achieve average benchmark performance. The Culture is Rational.
Comfort
There is consensus and alignment of stakeholders around a niche status quo with general complacency. The Culture is Socialist
Critical
The organisation may be dependent on one (Person, Product, Customer). Chasing more of each. The Culture is Dominated.
Crash
The organisation is failing, or on a downward spiral, stakeholders are complacent at best, available assets are being consumed with little or no return. The Culture is Exploitative or Depressed.
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