Framework 121 Organisational Maturity Model
Introduction
This framework is developed by the Change Management Institute (CMI)
(CMI, 2023)
More detail
| "...Knowledge area |
Project |
Business |
Organisation |
| 1. Change management context | Concepts that are influential in executing a change | Concepts that are relevant to teams that are responsive to changing outcomes and benefits | Concepts that relate to a complex range of changes inside and outside the organisation |
| 2. Defining change | Defining the change project or initiative intending to deliver | Defining the landscape into which the changes are to be implemented and seeking involvement of those who will execute change | Defining the organisation's change roadmap for continuous change, to enable organisation's strategy |
| 3. Managing change outcomes and benefits | Understanding and aligning to the outcomes and benefits special project or programme | Understanding the outcomes or benefits to be derived from an integrated change effort and how these will be achieved by business leaders | Actively mapping and aligning the change effort to be articulated as change outcomes and benefits at the strategic and organisational level |
| 4. Stakeholder engagement | Identifying and engaging stakeholders involved who are more impacted by specific change | Identifying and building engagement and support from a range of stakeholders that own or influence the success and reinforcement of future change | Identifying and supporting internal and external stakeholders involved in setting direction and maintaining focus and support of the organisation's change agenda |
| 5. Change impact | Identifying the impact of a specific change on the environment in which it is being delivered. Using this data to influence change activity and interventions | Identify and managing the cumulative impact of change on specific rules on for all departments. Using this to identify and support key leaders through implementation of the changes | Using multiple data points to monitor the cumulative impact of change on individuals and teams across the organisation. Using this for communications, prioritising and decision-making at the organisational level |
| 6. Change in readiness | Developing and executing strategies and plans to build readiness for a specific change | Developing and building ongoing capability plans to develop change readiness and resilience in those needing to execute change (and their teams) | Developing and building change capability at all levels of the organisation to increase agility for constantly responding to change |
| 7. Communications and engagement | Developing plans and methods that are genuine and allow for involvement of those impacted by the change | Supporting leaders in communicating and engaging their teams in change | Managing the engagement processes, communication channels and leadership coaching for those responsible for the communicating and facilitating engagement |
| 8. Facilitation and co-designing | Facilitating a process or event in relation to a specific change that encourages contribution to design | Creating an environment where consultation and contribution is valued | Providing the co-design frameworks, skills and forums to support this element |
| 9. Capability and learning | Using the change impact data to identify skills gap and developing role-specific capability building and learning plans to support the change | Developing and maintaining learning and support channels, enabling capacity for learning, skills building and becoming proficient new ways of working | Providing and maintaining learning frameworks, channels and methods to support agile learning practices at all levels including leadership |
| 10. Sustaining change | Realigning all aspects of the current environment into which the change is being deployed to ensure that change is sustained for example: processes, structure, roles, culture and management practices | Maintaining awareness of the change that will be embedded and managing the interdependencies or consequential impacts. This requires monitoring after implementation | Understanding what policies, behaviours, expectations and mindsets need to change to reinforce change across the organisation |
| 11. Continuous planning |
Understanding the planning and delivery requirements of working on a project - whether waterfall, lean or agile methods are used and how to iterate plans within project environment |
Actively facilitate continuous planning to a transparency of implementation timeframes and activities of input to project plans and timelines |
Creating, iterating and flexing the strategic roadmap of the change to guide leadership focus, change interventions and programme governance |
| 12. Human dynamics |
Nurturing sound relationship building skills to enable effective interaction with all stakeholders at multiple levels of the organisation |
Influencing and coaching leaders on how best to engage in supporting their teams through the change |
Appointing a trusted adviser to C-suite and Board on how best to engage the organisation and its supporting relationships (customers, suppliers) for achieve ongoing support the change |
| 13. Organisational context | Understanding the organisational landscape and what to leverage or a boy it to achieve success of the specific change |
Understanding the effects of the change on existing work methods will ensure focus on support functions and on exploring the opportunities for alignment and collaboration |
Ensuring the whole organisation is aligned on the desired change approach and road map with people at the heart of the change effort..." CMI, 2022a |