• Research indicates organisation’s who have high Capability Maturities perform above average for their Industry
• Where Capability Maturity Frameworks (CMF) are used to achieve improvement in an organisation, growth rates improve significantly.
• CMFs’ provide a simple organisation-wide approach and language that aligns stakeholders achieving improvement goals.
• Capability Management allows Leaders, Managers and Staff understand and address the complex ‘Inters’ relating to their roles, activities and goals.
• Using a Capability Maturity Approach simplifies the diagnosis, analysis, resolution and improvement of performance in line with aims and objectives at every level in an organisation.
A good starting point for Diagnosis, Analysis and Improvement of organisation Capabilities is to select those ‘Dynamics’ and/or ‘Constructs’ that are of concern and identify the appropriate ‘Diagnostic’ level Maturity Assessment Plan that allows for Assessment. Depending on the mix of ‘Dynamics & Constructs’ the following plans may be appropriate. For a single dynamic ‘Diagnostic’ Assessment Select. For up to 5 ‘Dynamics’ select ‘Focused Diagnostic Assessment Plan’. For full flexibility to mix and match select ‘Unlimited Fully Configurable Plan’
Understanding the existing organisation context in terms of performance and KPIs' is a critical starting point, as it informs the setting of the Ambition and Aims for the Improvements. Clearly stating the problem or opportunity in the context of current performance and target outcomes, performance, and perceived domain to focus on, must always be the starting-point and this allows for SMART Objectives & KPIs'. Diagnosis, Analysis and improvement can be at any scope in the organisation system. (Overall, Division, Function, Department, Group, Team etc.). Within the chosen scope you can focus on specific chosen Dynamics and their Building Blocks (Constructs).
Current Organisation Capabilities and their related Maturities determine the current performance, knowing these maturities are essential for understanding the existing constraints on the Organisation's Performance, and it enables the team take a systems view of what Capabilities may be missing or need Maturity Improvement to enable whole system Performance Improvement. The selection, configuration and management of any OrgCMF™ Assessment can be completed in a matter of minutes on-line.
Once you publish your OrgCMF™ Capability Maturity Assessment your invited participants will receive and email link to complete the Maturity Assessment, they will also be able to see the real-time report and its recommendations if you permit them. Also you may invite Report Viewers who you wish to see the Report but not participate in the Assessment.
Once you have closed (Completed) your Assessment your team can review existing Capabilities and their Maturities, and consider the specific Report Guidance for next improvement actions. This helps you prioritise improvement actions and calibrate these actions for sustainability, by following the guidance and designing the action plan in the context of your organisations aims and objectives outlined in 'Step 1'
Organisation Capability Maturity Improvement is a system-wide activity and touches many stakeholders. The OrgCMF™ Assessment Reports and the Body of Knowledge is such that it provides useful knowledge to most stakeholders as regards their roles in improving capabilities. That said it is essential that the overall Improvement program actions have ownership, accountability and responsibility and this permeates through and across the organisation as appropriate. The structure of OrgCMF™ is such that this can happen at Model, Dynamic or Construct level. As stakeholders build operational Capability Maturity working on the ‘Constructs’ (Capability Building Blocks) for their roles and activities traction and sustainable improvement is achieved.
Improving Capability Maturity at any level in the Model, will improve Performance. As responsible individuals and their teams focus on the 'Constructs' (Capability Building Blocks) they can carry out more specific 'Diagnostic' Tier Maturity Assessments' if required, and receive more specific, detailed and Calibrated action guidance at this 'Building Block' level for the specific constructs. As the maturity of each related element of the system improves so does the system overall. We recommend short implementation 'Sprints' leveraging some key 'Agile techniques' to allow for flexibility and responsiveness in this change and improvement process, and also learn and experience some of the practices that relate to Agility.
As with all effective methodologys' for change and improvement, some level of governance is required to monitor and assure the desired outcomes and results are being achieved both with Capability Maturities and the Target Objectives and KPIs' for improvement. Given this specific program relates to Capability enabled Performance Improvement the relevant key indicators for your specific context should be included in the KPI list.
The approach presented the 'Organisation Capability Improvement Method' (OCIM™) is not rocket science, however by focusing on Organisation Capability Maturity Improvement and leveraging the OrgCMF™ Maturity Assessment platform you and your organisation are using the most advanced and latest 'Management Science' - 'Dynamic Systems Maturity Theory' (DSMT™).
Research indicates that true Sustainable Leadership starts being achieved only at the higher Maturity levels of OrgCMF™ (levels 5, 6 & 7). Also that building Performance is about building Capability Maturity in a sequential manner as expressed on organisation learning theory.