Maturity modle proposal v1   networked business quickversion
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Maturity modle proposal v1 networked business quickversion

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Maturity model early draft for a model of mapping and measuring companies digital maturity. ...

Maturity model early draft for a model of mapping and measuring companies digital maturity.
Slides are done by Nikola Krunic (@nkrunic)

Background: We(@NetBusOrg) have recently started an exciting new international research project in collaboration with CBS and a multitude of large and small companies. We are going to map the digital networked business maturity in more than 20 countries in the next 3 years. And appart from gathering data for academic research we are building and online service where companies can get an overview of the their own digital maturity and benchmark this against e.g. their industry.

More in: Technology , Business
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  • 1. (Early Draft) Maturity model framework for international survey Read more on the project here: www.networkedbusiness.org Author: Nikola Krunic @nkrunic
  • 2. Framework Background Two essential questions the framework should provide an answers to: • To which extent companies employ Web/Mobile/Social/Big data/Cloud-IT technologies to support fulfillment of their business goals? • How to measure an extent to which these technologies are employed? What can be achieved with survey method: • Survey can provide a company’s own perspective on the level of utilization of these technologies. • This point reveals technological capacity of the company to absorb 5 technologies. • Survey can provide a company’s own perspective on the success of using the 5 technologies on fulfilling its business goals. • This point reveals the how company understands the business value of employing these technology. • Survey can provide a company’s own perspective in how to most successfully anchor these technologies within its organization. • This point reveals organizational anchoring of the 5 technologies. Whether one or multiple technologies are employed within one business function, multiple business function, or across all relevant business functions. • Survey can provide a company’s own perspective on how to govern, implement and steer these technologies to provide business value. • This point reveal a governance framework and its quality in deploying and reaping benefits of the employed technologies.
  • 3. Inspiration Sources for the Framework The inspiration for the model is taken from following literature: • Koomen, T., & Pol, M. (1998). Improvement of the test process using TPI • Saeki, M. (2003). Embedding metrics into information systems development methods: an application of method engineering technique. • Software Engineering Institute [SEI], Carnegie Mellon University (1995). The capability maturity model: guidelines for improving the software process. Boston, Massachusetts, USA: Addison-Wesley. • Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (February 1993). "Capability Maturity Model for Software (Version 1.1)". Technical Report (Pittsburgh, PA: Software Engineering Institute, Carnegie Mellon University) • Nolan, R. L. (July 1973). "Managing the computer resource: A stage hypothesis". Comm. ACM 16 (7): 399–405. • Humphrey, W. S. (March 1988). "Characterizing the software process: A maturity framework". IEEE Software 5 (2): 73–79. • Humphrey, W. S. (1989). Managing the Software Process. SEI series in software engineering. Reading, Mass.: AddisonWesley. • Paulk, Mark C.; Weber, Charles V; Curtis, Bill; Chrissis, Mary Beth (1995). The Capability Maturity Model: Guidelines for Improving the Software Process. SEI series in software engineering. Reading, Mass.: Addison-Wesley. • "CMMI for Development, Version 1.3" (PDF). CMMI-DEV (Version 1.3, November 2010). Carnegie Mellon University Software Engineering Institute. 2010. • "CMMI for Services, Version 1.3" (PDF). CMMI-SVC (Version 1.3, November 2010). Carnegie Mellon University Software Engineering Institute. • "Process Maturity Profile (Current and Past Releases)" (PDF). CMMI for Development SCAMPI Class A Appraisal Results. Software Engineering Institute. • “Evaluate And Evolve Social Intelligence Assessment: The Social Intelligence Playbook”. Forrester, May 17, 2012 | Updated: May 31, 2012 • “Listening Metrics That Matter”. Forrester, May 17, 2012 • “Defining Social Intelligence”. Forrester, May 18, 2012 • “2013 Planning Brief: Listen To Customers, Engage With Influencers”. Forrester, November 14, 2012 • “The Total Cost Of Listening”. April 9, 2012 • “Social Listening Buyer's Guide 2013”. Econsultancy, June 2013.
  • 4. 01. GOVERNANCE INNOVATIVE OPERATIONAL TACTIAL STRATEGIC INNOVATIVE 4D/5S Maturity Model Framework STRATEGIC TACTIAL OPERATIONAL INITIAL OPERATIONAL 02. ORGANIZATIONAL ANCHORING TACTIAL STRATEGIC INNOVATIVE OPERATIONAL TACTIAL STRATEGIC INNOVATIVE 04. TECHNOLOGY 03. BUSINESS VIEW
  • 5. Maturity Level 1 - Initial DEFINITION At the maturity level 1 the organization has just began using 1 of the 5 technologies. The implementation of these technologies is in beginning stages and done ad-hoc. The organization also might lack a stable environment for the implementation. Technology is often employed within a single business function, probably as pilot project. There is little cooperation between business functions on reaping benefits of the technology. KPIs for the project are not fully defined and implementation process is not clearly defined. 01. GOVERNANCE 02. ORGANIZATIONAL ANCHORING Governance and implementation process for the technology are not clearly defined. Organizational anchoring is done through one or a couple of departments in isolation (Usually marketing or PR). The organization might also lack key human resources and know how on implementing and using a technology. There is a little communication between various departments. 04. TECHNOLOGY 03. BUSINESS VIEW Technology solution is being introduced in the organization and is not fully adopted. The clear framework on how to measure technology’s contribution to organization’s KBOs is not fully defined an in place. Issues with usability and quality of implementation and deployment might exist. There is ad-hoc development of measurement metrics.
  • 6. Maturity Level 2 - Operational DEFINITION At the maturity level 2 the organization has experience in using 1 of the 5 technologies. The results are based on previous results obtained during the usage of a particular technology. Further implementation and deployment are based on current demands. Process in using the technology and applying it to fulfilling of the business objective is repeatable and on ad-hoc basis. Technology is still employed within a single or a small number of business function. There exists a degree of cooperation between business functions on reaping benefits of the technology. 01. GOVERNANCE Governance and implementation process for the technology are defined based on previous projects. 02. ORGANIZATIONAL ANCHORING Organizational anchoring is done through couple of departments with a limited degree of information exchange. The organization might lack some of the human resources and know how on using a technology. 04. TECHNOLOGY Technology solution introduced within the organization and is fully adopted by a number of departments. Usability and quality of implementation is such that it can fulfill operational needs of a business function within which it has been deployed. 03. BUSINESS VIEW Framework on how to measure technology’s contribution to organization’s KBOs is defined through objectives of the business it is employed with.
  • 7. Maturity Level 3 - Tactical DEFINITION At the maturity level 3 the organization is actively using a technology to pursue its KBOs. Technology use is well established and standardized to deliver results among various business functions. Project governance and management, as well as process of successfully deploying technology is well understood. Technology is widely used as the key cornerstone in generating business value and delivering results on various business functions’ needs. 01. GOVERNANCE Governance of the projects that employ a particular technology is well organized. Each team knows how to utilize a technology. Successes of previous projects are repeatable and documented. 04. TECHNOLOGY Technology solution is deployed for some time in the organization. Usability and quality of deployment is such that it can fulfill operational needs of a business function within which it has been deployed. Scaling solution further is possible without major revision. 02. ORGANIZATIONAL ANCHORING Organizational anchoring is done through multiple departments. There is clear communication among various business functions/departments on how to successfully utilize and use a technology. 03. BUSINESS VIEW Framework on how to measure technology’s contribution to organization’s KBOs is defined through objectives of the business function it is employed with, but also contribution to strategic objectives is well understood.
  • 8. Maturity Level 4 - Strategic DEFINITION At the maturity level 4 the organization is actively using a technology to pursue its KBOs, use it in making strategic decisions. Technology use is well established and standardized to deliver results among various business functions. Project governance and management, as well as process of successfully deploying technology is well understood and supervised, further implementation is predictable. Technology is widely used as the key cornerstone in generating business value and delivering across various business functions. 01. GOVERNANCE 02. ORGANIZATIONAL ANCHORING Governance of the projects that employ a particular technology is conduced well. Each team knows how to utilize a technology. Process management is in place. Standard practices and knowhow is defined and regularly exchanged among various departments Organizational anchoring is done through across most of departments /business functions. There is clear communication among various business functions on how utilize and use a technology. There is synergy effect among business functions in using the technology. 04. TECHNOLOGY 03. BUSINESS VIEW Technology solution is deployed and actively used in the organization on a daily basis. Usability and quality of deployment is such that it is easily scalable, can fulfill a range of needs from operational across tactical to strategic. Optimization of technology for better efficiency and performance is ongoing. Framework on how to measure technology’s contribution to organization’s KBOs is defined through objectives of the business function it is employed with, but also contribution to strategic objectives. Technology is used as a contributor to strategic decision making, or as an major asset and competitive advantage.
  • 9. Maturity Level 5 - Innovative DEFINITION At the maturity level 5 the organization is actively using a technology to innovate products and services and gain sharp competitive edge. Technology is one of the key factors enabling the organization to grow and develop, maintain and expand a market position. Technology use is well established, standardized and scalable, and innovation is ongoing. Project governance and management are excellent Technology is widely used as the key cornerstone in generating business value and delivering across various business functions. 01. GOVERNANCE 02. ORGANIZATIONAL ANCHORING Governance of the projects that employ a particular technology is well established and can be easily employed and adapted to fulfill any current, and adaptable to future needs. Technology is employed as integral part of daily activity of almost every department. There are multiple stakeholders and value of the technology is well understood across the organization. 04. TECHNOLOGY 03. BUSINESS VIEW Technology solution is deployed and actively used in the organization on a daily basis. Usability and quality of deployment is such that it is easily scalable, can fulfill a range of needs from operational across tactical to strategic. Optimization of technology for better efficiency and performance is ongoing. Technology is one of the key factors enabling the organization to grow and develop, maintain and expand a market position. Framework on how to measure technology’s contribution to organization’s KBOs is defined across organization as a whole. Technology is used as a contributor to strategic decision making, or as an major asset and competitive advantage.
  • 10. To do list Each aspect of mobile/web/cloud/big data/social can be assessed separately through the 4D/5S model and the result should be computed by weighting 5 aspects according to a particular industry’s capacity to support a business case. To do: Create a score lather based on questions (proposal use scale 1 to 5) Cluster the survey questions according to 4 dimensions.