Framework 121 Organisational Maturity Model

Introduction

This framework is developed by the Change Management Institute (CMI)

20231026127_organisational_maturity_model.jpg

(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

 

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