Every Organisation and Business is different in some way or other so their Ambitions & Aims will vary according to their current context ‘Capabilities’ for their Industry or Business (Starting Point), and their Target Outcomes and Outputs (Goals). The Nature and Extent of Change Required and the ability to achieve the Targets is unique.
With your key stakeholders you will have:
Described the Problem or Opportunity
Described the ‘Current Situation’
Defined the ‘Target Situation’ and the ‘Gap’
Established the need to address the ‘Problem or Opportunity’
Created a Program/Project Statement or Charter
You now want to create work and action programs to implement the changes successfully.
A Capability can be generally defined as the ability to mobilise resources to achieve an Aim or Objective
Capability Maturity is a measurement of that ability, and determines the ‘Functioning Level’ (Performance) and the ‘Learning Level’ (ability to take on board change-Agility)
But before you start you want to:
Understand your existing Capabilities and their Effectiveness (Maturity)
Identify New Capabilities that need to be built or acquired to achieve Target Outputs and outcomes
Identify important existing Capabilities that must be retained or improved (in Maturity Level)
Ensure that change actions are calibrated to reflect existing Capability Maturity Levels to assure both traction & sustainability.
Integrate Capability Building into work and action plans that follows a recognised Development Process
So, your next step is to answer the following questions so you can design and integrate Capability Maturity Building into your Change, Transformation & Improvement Program:
What Capability Information to we need?
Who can contribute to providing this information?
How will we use that information when we have acquired it?
You can now set out your Capability Maturity Assessment Objectives and initiate your Capability Maturity Assessment Process.
Profile of selected Participants and their ability to complete the survey questions.
Number of participants, must reflect the objectives and must be representative.
The size of the Assessment (e.g. Number of Capabilities-Dynamics & Constructs)
Time taken to complete the Assessment
Ability to analyse and use the results (too much data and Information)
Setting the scene in advance, ensuring buy-in and engagement of participants and all other stakeholders.
You will now be in a position to review and select the most appropriate Body of Knowledge, Model and Assessment Reference Model that is relevant to your Assessment Objectives. There are Three Scientific Reference Models within the Organisation Capability Maturity Framework (OrgCMF™)
Each Reference Model and its Body of Knowledge is underpinned by ‘Dynamic Systems Maturity Theory (DSMT)’ and its Scientific Normative Maturity Scale & Structured Development Process based on ‘Organisation Learning and Psychology’
It is important that when involving a stakeholder as a participant in an Assessment Survey, that the Assessment Owner is satisfied that each Participant has the knowledge and experience to answer all the questions put to them.
In the event there are different people or groups with different levels of knowledge and experience across Capabilities, it is recommended to configure separate Assessment Surveys, only including relevant dynamics that they can respond to.
The Assessment Facilitator can then consolidate different group responses for analysis on completion of the Assessment(s)
At any stage during Assessment Configuration a user may save the Assessment, and return to edit, complete and/or publish the Assessment.
To Recover a saved Assessment
Go to ‘My Account’
Select ‘Assessments’ from menu
Scroll down to specific ‘Saved Assessment’
Click on required ‘Saved Assessment’ to open
Once you as the Assessment Administration Manager are satisfied with all your Assessment configuration and content options, you may initiate the Assessment Process, by pressing Publish.
Each Participant will receive an email with some standard content and the content you included, in addition they will receive a unique link, which when clicked on will open their Assessment Response Form in a window. They may or may not be allowed to review the real-time report depending on whether you have allowed it.
Each Reviewer (Non-participant, but allowed to view report) will also receive an email, with a unique link, and the password you set, when you configured the assessment. When the click on the link, they will be taken to the specific Assessment Survey report and requested to enter the ‘Password’ to view the Report.
When a participant has chosen to complete their Assessment by clicking the email link, they will be presented with the Assessment Survey Questions.
For each Question there will be a Main Statement, followed by 7 potential answer statements. They are required to start from the bottom statement ‘Critical’ and read up, until they reach the first statement that they believe does not apply to their Organisation, Team or Function (depending on the Reference Model chosen and the Assessment scope defined). They are trying to identify the Statement that best matches the ‘Main Statement’ level of compliance for their level of experience and understanding.
There may be a scenario where they read forward and see a statement at a higher level but there are earlier Maturity Statements that have not been achieved by the organisation. This is why they start from the bottom and work up towards ‘Leadership’. The model does not allow for skipping forward.
The Assessment Participant scrolls down through each Capability (Dynamics & Constructs as configured), responding to each statement and submits on completion.
Please Note: Assessment survey submission must be completed in one go, there is no save and return option.
The report is available from the first participant Assessment Survey Submission onwards. The Report is visible only to Authorised Participants and Reviewers.
The report is only valid, when the Assessment Administration Manager and/or Facilitator is happy there are sufficient quality responses that is representative in achieving the Assessment Objective.
Once the close date is reached, no further participant submissions can be made, so communications, support and good business discipline is required to assure a valid response rate.
The example report here, demonstrates scrolling down through a TMI Diagnostic Report, starting from the Top.
First Dynamic View with Constructs (Diagnostic Level Assessment)
It is during this step that the key stakeholder brings the highest added value to the process. The Capability Maturity Assessment alone only goes so far. The Report Results must be put into context:
The current performance of the Organisation (Activity, Outputs, Outcomes)
he Internal and external Environment and related level of VUCA
The knowledge, experience and expertise available
The resources to be mobilised to achieve the Change, Transformation and Improvement
The independent and objective expertise of any internal or 3rd party advisor-facilitator.
The Strategic & Tactical objectives of any program or the Assessment Process
The key phases of this step are;
What does the Assessment report tell you about the current Capabilities and their Maturities?
What does it not tell us?
Do we understand why the measured results are what they are?
Does the measured Capabilities and their maturity explain our existing performance at the?
o Model Level (Target Scope of System)
o Dynamic Level (Macro Capability)
o Construct Level (Micro Capability)
What are the priority New Capabilities we need to consider building?
What existing Capabilities must we build greater Maturity in?
These are just some examples of discussion topics, which can be completed in standard or virtual workshops or meetings with relevant stakeholders for any chosen Capability or set of Capabilities under review.
A process of prioritization of the Dynamics and Constructs that require development to achieve the Business objectives must be completed.
The target Maturity Level must be set for each priority with buy in from relevant Stakeholders
The Change actions must be aligned with the relevant guidance from the OrgCMF™ Final Assessment Report
And finally, Capability Improvement action plans integrated into the relevant operational, Transformation, Change or improvement project Plans.
Due to the sophistication of the OrgCMF Reference Models and how is its structured it is possible to assign ownership logically across and down the organisation to assure that both the building blocks (Construct micro capabilities) and the Macro Capabilities (Dynamics) are owned and managed with strong engagement of the subject matter and operational experts who day to day control or influence the Organisations Capabilities.