Organization Maturity Management Glossary
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- Agility
- Body of Knowledge (BoK)
- Business Model:
- Capabilities:
- Capability Maturity
- Capability Maturity Management
- Capability Maturity Assessment
- Development Process;
- The ‘Inters’
- Capability Maturity Levels
- Capaibility Maturity Indices
- Dynamic Systems Maturity Theory (DSMT)
- The Organisation Capability Maturity Framework (OrgCMF™)
- Organisation Capability Improvement Methodology (OCIM™);
- An organisation
- A Reference Model
- A Reference Framework
- Roadmap
- Value
- Value Pyramid
- VUCA
Agility
Agility is “The ability to sense, think, comprehend, and act, easily and quickly”. In effect Agility is the ability to change. The concept is easy to understand but harder to achieve, because of the complex interdependencies and interrelationships within organisation systems and sub-systems.
Related Paper:How to Build Organisation Change Capability (Agility)
Body of Knowledge (BoK)
A Body of Knowledge is the complete set of concepts, terms and activities that make up a professional domain, as defined by the relevant learned society or professional association. It is a type of knowledge representation by any knowledge organization. There are five key traits the Body of Knowledge should have:
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Completeness:
Comprehensively reflects latest knowledge and understanding in the domain.
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Integrity:
Independent, cohesive, honest, and accurate
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Accessibility:
Easy to find, review and understand
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Usability:
Easy to navigate, search, choose, use and be informed
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Usefulness:
Quickly answers the questions, guides decisions and actions, and experience the benefits of using it.
Business Model:
The Business Model describes the net additional economic value for the organisation, created by its effectiveness in leveraging internal and external resources and eco-systems (Capabilities), in providing Offerings (Products and/or Services), where the customer is motivated to buy or use the organisations offerings and experience the benefits promised.
Operating Model:
The Operating Model for an organisation describes how the organisation accesses, organises, processes, and disposes of Resources (e.g. roles, skills, materials, information, knowledge, processes, assets and technologies) that allow an organisation to deliver on its strategy. In effect, it is the way the business is set up to achieve its goals, and meet future challenges.
Capability Maturity Model:
An Organisations Capabilities define "its ability to mobilise resources to achieve an aim” so in effect they reflect the Business & Operating model’s effectiveness. Capability Maturity Management is a means to simplify and focus on those complex and interrelated resources that are relevant to achieving the organisations aims and ambitions.
Related Paper: The Value creation relationship between Business, Operating, and Capability Maturity Models.
Value Proposition:
The Value proposition is the promise and experience that motivates the customer to buy or use “The Offering” from “The Organisation”
Value Network:
The Value Network is the interconnected eco-system resources that create and/or add value to “The Offering” from “The Organisation”
Value Architecture:
The Value Architecture is the organization and management of the internal and external eco-systems resources to create and/or add value to “The Offering” and for “The Organisation”
Value Finance:
The Value Finance is the economic impact, measured in creating value for “The Organisation” & value experienced by the “Customer”
Capabilities:
Capability can be defined as the ability to mobilise resources to achieve specific aims & outcomes. A Capability encompasses all the system elements and their ‘Inters’ that relates to the defined Capability domain being considered.
Capability Maturity
Capability Maturity can be described as the functioning level of an organisation, which is determined by the quality of the resources and the effectiveness of their integration and interoperability. It can also be described as the organisations learning level which is its ability to process change. In effect a maturity level determines an organisations, teams or specific functions performance and its Change Capability (Agility)
Functioning Level;
Functioning Level: How a system, sub-system or element operates, acts, behaves and performs.
Learning Level;
Learning Level : How a system, sub-system or element responds to and adapts to accommodate change.
Capability Maturity Management
Capability Maturity Management is an approach to Planning, Organising, developing and applying an organisations capabilities to achieve an organisations or teams aims and ambitions. It is an approach that enables the management of VUCA.
Capability Maturity Assessment
Capability Maturity Assessment is the structured and scientific process of measuring the Maturity Level of an Organisation, Team or Function through their Reference Model, Dynamics or Constructs.
Capability Maturity Assessment Tiers
Capability Maturity Assessment Tiers are the different depth of Assessments to meet a specific Assessment objective.
Sensor
Sensor is a single question assessment at a reference model level which may act as a catalyst for dialog or call to action.
Triage
Triage is a single question assessment for each of the selected Dynamics' designed for a health-check, executive level or directional priority setting
Diagnostic
Diagnostic is a single question assessment for each of the selected Constructs', designed for root cause analysis and improving the capability building blocks selected for assessment
Deep Diagnostic
Deep Diagnostic is a single question assessment for each of the selected Construct designed for exceptional diagnosis and analysis using DSMT Research Assessment tools and body of knowledge and facilitated by ODTI.
Development Process;
Development Process; the specific actions for any Organisation, Team or Function (Model, Dynamic, Construct) at the measured level of maturity and the sequence of building (learning) from the lowest maturity level (Crisis-1) to the highest level (Leadership-7)
Habituates:
Habituates: sits at, resides, operates at. In OrgCMF™ it refers to the current level of maturity that an Organisation, Team or function is at. (Model, Dynamic or Construct)
The ‘Inters’
Why is it often a challenge to understand how an organisation functions, performs, and to make successful changes?
Because organisations are complex systems made up of many diverse elements that usually influence or impact on each other in different ways. We describe these influences or impacts as ‘The Inters’.
Interrelationship:
Interrelationship: The way in which two or more things or people are connected and affect one another.
Interconnected:
Interconnected: Different parts, people or things that are connected or related.
Interoperable:
Interoperable: The ability or two or more people or things to share information and/or resources.
Interdependent:
Interdependent: The state of two or more people or things being dependent upon one another
Interlayered:
Interlayered: A person or thing inserted between other persons or things (layers)
Intercepted:
Intercepted: To take, touch, monitor, halt or someone or something on its way to a destination.
Intervention:
Intervention: the act of interfering with the outcome or course someone or something.
Intermediated:
Intermediated: Lying or occurring between two extremes or in a middle position or state for persons or things.
Capability Maturity Reference Modelling is a means of representing the Organisation system and its ‘Inters’ to provide a Framework & Simplification to plan and execute Change, Transformation and Improvement.
Capability Maturity Levels
Capability Maturity Levels; There are 7 normative maturity levels within OrgCMF™, derived from 15 Scientific Levels of DSMT
Related Paper: Organisation Capability Maturity Levels and Guidance Overview
Integrative Maturity Levels (Competitive-5, Advantage-6, Leadership-7)
Organisations or Capabilities functioning at these maturity levels are sufficiently advanced that they can absorb change as guided at the measured integrative level. It means they have sufficient system ability to take on board change as guided for the measured level.
Disintegrative Maturity Levels (Crash-1, Critical-2, Comfort-3)
Organisations or Capabilities functioning at these maturity levels do not have sufficient abilities that they can absorb change at the measured disintegrative level. It indicates that system weaknesses exist and perhaps foundation Capabilities are not in place. The guidance at measured maturity level should only be implemented, after validation that all aspects of guidance from Crash Level 1 to the measured level have been implemented.
Note Level 4 (Operational) is borderline and may be integrative or disintegrative
Capaibility Maturity Indices
Capaibility Maturity Index: is a specific Reference Model and Body of Knowledge that addresses any Organisation System or sub-system.
The Organisation Maturity Index (OMI)
The Organisation Maturity Index (OMI) is the primary OrgCMF™; Reference Model, Body of Knowledge & Capability Maturity Assessments, which guide Individuals and Teams in measuring and improving the maturity levels through the structured Learning & Development Process that apply to all Organisation Systems and their underpinning Capabilities.
The Team Maturity Index (TMI)
The Team Maturity Index (TMI) is an OrgCMF™; Team Reference Model, Body of Knowledge & Capability Maturity Assessments, which guide Individuals and Teams in measuring and improving their effectiveness & performance through the maturity levels, providing a roadmap for Leadership Performance (Level 7)
Related Paper: Remote Working & Virtual Team Effectiveness & Overview of Team Maturity Index (TMI)
The Digital Maturity Index (DMI)
The Digital Maturity Index (DMI) is a Reference Model that describes the Digital Effectiveness of an organisation, and how well Digital contributes to the organisation’s performance. It is based on Dynamic Systems Maturity Theory (DSMT). It outlines the critical Organisation, Team, and Individual Digital Capabilities and their Maturity levels and provides a roadmap for successful Digital Business Change, Transformation & Improvement.
Related Paper: An Overview of the Digital Maturity Index
Dynamic Systems Maturity Theory (DSMT)
Dynamic Systems Maturity Theory (DSMT) is a scientific means for understanding and improving Organisation Systems. How they function? Why they perform at a specific level? The Nature of their Culture and the Learning & Development Process.
Constructs;
Constructs; are the building blocks of the system or subsystem that underpin its ‘Dynamics’, in effect they are the meso or micro capabilities and their maturity level can be measured on a normative scale.
Dynamics:
Dynamics: are the forces that influence the functioning level of the system or sub-system, they are a means of classifying and understanding the Macro Capabilities of the system/sub-system (Organisation, Team, Function). Their maturity level can be measured on a normative scale.
The Organisation Capability Maturity Framework (OrgCMF™)
The Organisation Capability Maturity Framework (OrgCMF™) is a set of Bodies of Knowledge, Reference Models, Techniques & Tools based on the DSMT Capability Maturity Standard, which enables Organisations and teams improve their Performance (Functioning & Learning Levels) in line with their Aims & Ambitions for Change, Improvement & Transformation.
Organisation Capability Improvement Methodology (OCIM™);
Organisation Capability Improvement Methodology (OCIM™); is an approach to achieving Transformation, Change or Improvement Performance Aims through identification and building of the relevant Capabilities and their respective Maturities.
Related Paper: The Organisation Capability Improvement Methodology
An organisation
An organisation is a collection of resources (People, Things, Procedures) viewed as a system and its sub systems, integrated to achieve an overall aim(s). It has inputs, processes, outputs and outcomes with ongoing feedback amongst resources and systems.
A Reference Model
A Reference Model in systems, organisation, and engineering is an abstract framework or domain-specific ontology consisting of an interlinked set of clearly defined concepts produced by an expert or body of experts in order to encourage clear communication. A reference model can represent the component parts of any consistent idea, from business functions to system components, as long as it represents a complete set. This frame of reference can then be used to communicate ideas clearly among members of the same community.
Related Paper: The importance of Reference Model Assessment in Organisation Change & Transformation
A Reference Framework
A Reference Framework is a Body of Knowledge, Reference Model, Guides, Tools, Platforms and Standard that represents researched and practiced approaches that reflect shared learning and best practice in an ecosystem or domain.
Roadmap
Roadmap a set of guidance along a pathway to building towards Leadership Levels for and Organisation, Team or selected Capabilities.
Value
Value may be described as the Worth, Usefulness and Importance of someone, some entity or something as perceived by a recipient, observer or stakeholder group.
Related Paper: Understanding & Building Value in an Organisation/Business
Worth
Worth implies how well needs and desires are satisfied, both quantitatively and qualitatively, financial, volume, speed are quantitative examples, esteem, expectations, brand are qualitative examples.
Usefulness
Usefulness implies the functionality, convenience, practicality, effectiveness or efficacy perceived or experienced.
Importance
Importance implies the significance, consequence, relevance and relativity as to why it is meaningful.
Value Pyramid
Value Pyramid identifies the hierarchy and points where an organisation can build or damage value for stakeholders and the system elements which underpin both the Value Proposition for the Customer and the Value realised for other stakeholders.
VUCA
VUCA is an acronym to describe an difficult situation or environment that an individual, team, organisation or thing must exist in or plan for its eventuality.
Volatility;
Volatility; tending to rapid and extreme fluctuations. The term is used to describe the size and frequency of the fluctuations or variations in any system element.
Uncertainty;
Uncertainty; simply means the lack of certainty or sureness of an event, data or information now or in the future.
Complexity;
Complexity; means the ability to understand any situation or system (eg Organisation, Team, Function) due to the number, variety, and sophistications of the system elements and their ‘Inters’
Ambiguity;
Ambiguity; means the doubtfulness of meaning, or uncertainty of intention, that makes a situation or system capable of being understood and implies a wrong decision or action is possible.
Related Paper: Addressing the Pervasive impact of a crisis on the Dynamics of an Organisation
