
Originally published: 05/03/2024 10:20
Publication number: ELQ-32989-1
View all versions & Certificate
Publication number: ELQ-32989-1
View all versions & Certificate

An elaborated overview of the Organization Maturity Index
The OMI Reference Model
organizationorganization developmentchange managementtransformationmanagementleadershipteamdigital transformation
Description
Just Published 'ππ’πππππ¦ ππ£πππ£πππ€ ππ π‘βπ πππππππ§ππ‘πππ πππ‘π’πππ‘π¦ πΌππππ₯ (πππΌ)' which introduces all 15 Dynamic Capabilities and their associated 87 Construct Capabilities.
All Organizations are complex Human Systems, and most aspire to achieving the highest level of performance for their Stakeholders. There are however many different Stakeholders often with different Agendasβ and it is the role of Leadership and Leaders in the organization to align those Agendas in order to agree and achieve target goals & performance, and complete any Transformation or Change required to succeed.
The world organisations exist in today is more Volatile, Uncertain, Complex and Ambiguous (VUCA). This means there is a continuous flow of forces for change on most organisations and a higher degree of unpredictability in what those forces might be? when they will occur? how long they will last? and how they will behave?
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 βThe Intersβ.
When we consider the points above it is easy to understand;
The Functioning, Performance & Agility of any organization is ultimately determined by the range, relevance and level of its Capabilities.
Capability Maturity Management βNext Generation Change & Transformationβ Capabilities are most often defined as βThe ability to mobilise resources to achieve an Aimβ. This is quite a general description but it captures the essence of what a Capability is. The strength of understanding and managing Capabilities is that it can apply at any organisation group or level and, to any person or thing. From a Business & Management perspective we are mainly concerned about the Capabilities of:
The Maturity Level also describes the βLearning Levelβ for an Organisation, Team or Specific Capability. The βLearning Levelβ may be described as the ability to change, in other words the nature, magnitude and frequency of change that can gain sustainable traction (In effect the Agility).
Just Published 'ππ’πππππ¦ ππ£πππ£πππ€ ππ π‘βπ πππππππ§ππ‘πππ πππ‘π’πππ‘π¦ πΌππππ₯ (πππΌ)' which introduces all 15 Dynamic Capabilities and their associated 87 Construct Capabilities.
All Organizations are complex Human Systems, and most aspire to achieving the highest level of performance for their Stakeholders. There are however many different Stakeholders often with different Agendasβ and it is the role of Leadership and Leaders in the organization to align those Agendas in order to agree and achieve target goals & performance, and complete any Transformation or Change required to succeed.
The world organisations exist in today is more Volatile, Uncertain, Complex and Ambiguous (VUCA). This means there is a continuous flow of forces for change on most organisations and a higher degree of unpredictability in what those forces might be? when they will occur? how long they will last? and how they will behave?
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 βThe Intersβ.
When we consider the points above it is easy to understand;
- Why many organizations fail to optomize their performance and stakeholder value creation,
- Why a high percentage of transformation and change initiatives fail to deliver on target outcome goals and,
- Why building Systemic Organization Agility has become an integral component for the Performance imperative.
The Functioning, Performance & Agility of any organization is ultimately determined by the range, relevance and level of its Capabilities.
Capability Maturity Management βNext Generation Change & Transformationβ Capabilities are most often defined as βThe ability to mobilise resources to achieve an Aimβ. This is quite a general description but it captures the essence of what a Capability is. The strength of understanding and managing Capabilities is that it can apply at any organisation group or level and, to any person or thing. From a Business & Management perspective we are mainly concerned about the Capabilities of:
- Organisations
- Functions
- Teams
- Processes
- Activities
- People
- Machines
The Maturity Level also describes the βLearning Levelβ for an Organisation, Team or Specific Capability. The βLearning Levelβ may be described as the ability to change, in other words the nature, magnitude and frequency of change that can gain sustainable traction (In effect the Agility).
This Best Practice includes
Why understanding Organization Maturity is important? 2 Organization Performance; Transformation, Change & Improvement