Determining the Degree of Maturity

Practical Implementation/Determining the Degree of Maturity

❮ previous

next ❯

Analysis and Evaluation - Step 3

Once the scope and magnitude of the need for action for the successful implementation of Enterneering^® have been determined, the next step should be to determine the maturity level. Maturity assessment refers to evaluating the ability of individuals, groups or organisations to apply a specific action model or approach. Countless maturity models have been developed for a wide range of applications and are available in various forms. Additionally, there are numerous treatises and descriptions that provide guidance on developing a maturity model and recognising what is important.

MATURITY OF TOP MANAGEMENT FOR ENTERNEERING®

To assess the maturity level for successfully addressing the elements in Enterneering^®, a model should be used that covers at least the skills for leading and empowering people. In addition, an extended maturity model can also be defined, which includes the capabilities explained at the beginning of this section:

Effective delegation.
People management.
Strategy, with a plan and KPIs.
Time to think, learn and improve.
Stop firefighting and micromanagement.
Leadership and culture.
Corporate organisation.

The question in this extended model is how well the management itself is equipped to fulfil the specific characteristics or the extent of deviations from them. The larger the gaps between effective work on the company and the actual capabilities, the lower the maturity level.

When establishing or utilising a suitable model, it is crucial to minimise the changes throughout the implementation period so that the progress of the maturity level can be measured and evaluated during implementation. It is therefore advisable to spend additional time on the creation or selection of the appropriate maturity model. In addition to developing your own models or using third-party models or elements, you can use the maturity model integrated into the Enterneering^® app. This model can be used to determine the personal maturity level of the company’s management on a five-point rating scale. The greater the deflection of the scale per element, the higher the level of maturity. If an individual possesses the highest possible maturity level, all five rings between the central circle of the model and the outer two rings (with the categories and the characteristics or state descriptions vertically below) would be completely filled.

SELF-REFLECTION

Determining the maturity level of the management relies heavily on self-reflection. Not everyone is equally good at objectively reflecting on themselves, their values and their behaviour patterns. This is not a problem, though. But it can become difficult or even problematic when an insufficient or inaccurate self-reflection leads to the assumption of a certain level of maturity that ultimately proves to be lacking during implementation.

Note on practical application
In practice, the determination of maturity levels in moderated group work, or with the help of a sparring partner, has proven successful. Both approaches involve an open strategy and the involvement of third parties to facilitate self-reflection. This should be done with due care, confidentiality and at eye level. Facilitators or sparring partners should possess sufficient experience in this area. Ignoring or avoiding the issue of maturity is not a good approach. Anyone who deludes themselves at this point is usually laying an unstable foundation for the implementation of Enterneering^®.

MATURITY OF THE COMPANY IN ENTERNEERING^®

Ultimately, all the information available so far can also be used to determine and visualise the company's maturity level in Enterneering^® and then regularly reviewing and updating it. This is not absolutely necessary for successful implementation, but it helps create a common understanding within the company and improve communication. It can also be used as a barometer of progress and success and provides lasting transparency. At this point, a model should be used that has a direct connection to the elements in Enterneering^®. The maturity model integrated into the Enterneering^® app is suitable for this purpose. It also aligns with the integrated radar. This model can be used to determine the maturity level of a corporate organisation on a five-point rating scale. The greater the deflection of the scale per element, the higher the level of maturity. If an organisation possesses the highest possible maturity level, all five rings between the central circle of the model and the outer two rings (with the categories and the characteristics or state descriptions vertically below) would be completely filled in.

☝ Use the two exercise sessions with the 'RADAR tool for Determining the Degree of Maturity of Executives and Organisation' linked below.