This document discusses improving change and transformation outcomes using the Organisation Capability Maturity Framework (OrgCMFTM). It notes that change and transformation are essential for organizations to survive, and technology often enables or drives change. The OrgCMFTM provides a structured body of knowledge and assessment tool to evaluate an organization's maturity levels across different capabilities. Assessing these maturity levels can help identify areas for improvement and guide change initiatives. The framework is based on research in dynamic systems maturity theory and aims to increase the success rate of organizational changes, which typically fail to meet their original objectives 70% of the time.

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Improving Change &
Transformation outcomes using
the Organisation Capability
Maturity Framework (OrgCMF™)
Digital QA Day, March 5th, 2020
Presenter: Declan Kavanagh

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Today
Change & Transformation are
pervasive and essential to survive
and thrive
Technology is often the Enabler or
the Driver
Change Capability (Agility) is
becoming more important

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Enabled by
Technology
That requires new
Capabilities,
Competencies &
Culture
Digital Tx is a Business
& Organisation
initiative

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Capability is;
“The ability to
mobilise resources
to achieve an aim”
Capability Maturity is;
“The habituated
Functioning & Learning
Level of an Org.”

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Kotter Lewin Covey
Kubler-Ross Goleman Hiatt
Key
Contributors
to our
understanding
of Change
70 % of Change
initiatives fail to
meet original
objectives

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Some Existing Models for Change Management
Hiatt

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The Organisation System
“The ability to
mobilise resources
to achieve an aim”
Current Capability maturities determine
Current
Performance
Rate of Change
Improve Capability maturity
Add New Capabilities
Improves Performance
Improves Agility (Rate)
Enables greater ambition
Capability Maturity Management – Managing Sophistication
The key is knowing which
capabilities to focus/invest on/in
to achieve target aims (Ambition)

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The challenge is nothing new
“If you do not change direction, you may end up where you are heading.” – Lao Tzu,
Philosopher born 601 BC.
“You will never do anything in this world without courage. It is the greatest quality of
the mind next to honour.” – Aristotle, Scientist & Philosopher, born 384 BC
“When it is obvious that the goals cannot be reached, don't adjust the goals, adjust the
action steps.”, “It does not matter how slowly you go as long as you do not stop”. -
Confucius teacher, politician, philosopher born 551 BC
“In the midst of chaos, there is also opportunity.” - Sun Tzu, Military Strategist, writer,
philosopher, born 545 BC.
“A good decision is based on knowledge and not numbers.”, “Better a little which is
well done, than a great deal imperfectly.” Plato, Philosopher & Teacher, born 427 BC

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Why does change fail? New Research Insights
Dr. Myles Sweeney
The Change Actions
ignore the level of
functioning of the
Organisation
The Change Process
differs depending
on the functioning
level classification
IniegrativeDisiniegrative
The Organisation is here!
The Change Action is here!
Capabilities are
not in Place

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Dynamic Systems Maturity Theory (DSMT)
Dr. Myles Sweeney
Psychology, Economics
& Organizational
Science

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Maturity in the context of Organisation System
or any of its Subsystems
Functioning Level reflects the nature of the assessed practices & outcomes (&
‘Measured’ Performance).
Learning Level reflects the ability to take onboard new or changed concepts, ideas,
knowledge or skills and apply them to achieving aims and improvements. (i.e. Agility)
Maturity Level = Functioning Level = Learning Level
To understand the Reference Model Maturity Levels visit

12. Importance of a Scientific Maturity Scale
Practical & Presentation DSMT & Deep Analysis
• Practices, Behaviours, and Performance
can be classified.
• Levels of Habituation Measured &
Diagnosed (Reference Model)
• Level traits can be identified &
described and guidance appropriate to
level measured.
• Improvement actions can be calibrated
to measured level in line with each
Roadmap (Org., Team, Capability)
• Standard Normative Scale means
Comparisons & Benchmarks are valid
• Can be applied to systems (org.), sub-
systems (unit) and elements
(Capabilities) of the system
• Trust & Confidence

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Organisation Capability Maturity Framework (OrgCMF™)
A Digital Platform
• Comprehensive Structured Organisation Capability Maturity Body of Knowledge
• On-line Maturity Assessment builder and management tool (Real-time reports)
• Research & Application Knowledge-base for Change & Transformation

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OrgCMF™ Structure
Model
A representation of the system
Dynamics
The Capability Building Blocks
Constructs
The Forces that influence the
Functioning Level of the System
Model – Organisation
Maturity Index (OMI)

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Development Phases-Roadmaps (Examples)
OMI-The Organisation Work Dynamic Work Identity Constructs

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Maturity Assessment

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One Approach OCIM™
The Steps The Purpose The Tool

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One Approach OCIM™
The Steps The Purpose The Tool

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One Approach OCIM™
The Steps The Purpose The Tool

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USE Cases
• Familiarisation
• Catalyst
• Alignment
• Specific Issue/Opportunity
• Specific Aim/Objective
• Transformation/Change
Readiness.
• Improvement Program
• Benchmarking

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Organisation Readiness OrgCMF™ (Organisation Centric)

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The Organisation Development Tools Institute (ODTI), Researches, Develops and Provides tools that help
organisations plan and execute Incremental, Transitional and Transformational Change, based on Organisation Science
and Dynamic Systems Maturity Theory.
“Next Generation Change & Transformation Management”
ODTI & it’s Founders
• Telecommunications & Electronics Engineer
• 40 years experience in ICT Sector (20 at Senior
Leadership Level including CEO of MNCs’)
• Hardware, Software, Manufacturing, Services
• Founded, Scaled & Sold Software Services
Company.
• Angel Investor and Board Director
• Consults & Advises Nationally & Internationally
• Significant Organisation Transformations
including M & A
• Management, Psychology & Finance
• 30 Years advisory and consulting across sectors
• Specialities
• Organisation Learning & Psychology
• Leadership & Leadership team coaching
• Change & Transformation Management
• Organisation Problem/Opportunity Diagnosis
• Individual, Team and Organisation Development &
Performance Improvement
• Researched, Developed and Applied Dynamic
Systems Maturity Theory (DSMT)
Our Innovation
Partners
Declan Kavanagh
Declan@orgcmf.com
Dr. Myles Sweeney
Myless@orgcmf.com

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Thanks
Any Questions or Observations?