This document provides an introduction to the Organisation Capability Maturity Framework (OrgCMF). It discusses Dynamic Systems Maturity Theory, which OrgCMF is based on, and how it provides a new understanding of how organizations function and change. OrgCMF uses a reference model with different capability constructs to assess an organization's maturity levels. Assessment data can then be used to prioritize actions to improve capabilities and guide change efforts calibrated to the organization's learning level. The document outlines OrgCMF's structure, assessment levels, and how its platform and body of knowledge can provide guidance to measure and enhance capabilities to better achieve transformation goals.

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Introduction to The
Organisation Capability Maturity
Framework.
Next Generation Change & Transformation Tool Kit

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• Background
• Dynamic Systems Maturity Theory (DSMT)
• OrgCMF Reference Model based on DSMT
• OrgCMF Platform
• Body of Knowledge
• Assessments
• Some Use-cases
Agenda

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Dynamic Systems Maturity
Theory.
A New Understanding of How Organisations Function & Change

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• Problems arising from existing change modelling:
• Failure Rates – Change Management (75%), M&A (50%). (Mc Kinsey , GE Capital, etc.)
• Productivity Levels – Historically low across the world
• Agility – with 300% premium, only 20% achieving it (Hamel, etc.)
• Calls for improved models to understand & address these problems and
build Organizational Capability to adapt quickly to prosper in our complex,
dynamic environment (Political, Economic, Technology, Social etc.)
• The Digital Opportunity & Challenge. Recognizing it is an Organisation
Change activity, not just an IT program.
• Research across Organisational Science, Psychology and Economics was
needed to understand organisational system failure mechanisms and
develop enhancements to existing models and change processes to build
Agility & reduce failure rates. This led to Dynamic Systems Maturity Theory
(DSMT) (Dr. Myles Sweeney – Book: Application of DSMT to Organisation Development)
Background

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Dynamic
Systems
Maturity
Theory
(DSMT)
DSMT Organisation Functioning
or Learning Levels.
Used in Deep Diagnostic
Assessment
Higher levels of
Functioning or Maturity
delivers higher
performance and better
outcomes
OrgCMF
An Application of DSMT
Body of Knowledge
4 Levels of Assessment
• Sensor
• Triage
• Diagnostic
• Deep Diagnostic

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An Organisation
Performs or Functions
at a Level which is
determined by the
Organisation System
Capabilities and their
level of Maturity
An Organisation
Performs or Functions
at a Level which is
determined by the
Organisation System
Capabilities and their
level of Maturity

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Integrative Levels
can sustain
change at these
levels. They have
self learning
capacity
Level 7 Development Actions
Level 6 Development Actions
Level 5 Development Actions
Level 3 Development Actions
Level 2 Development Actions
Level 1 Development Actions
Level 4 Development Actions
Disintegrative
Levels have
insufficient
learning capacity
to support
change at
measured level.
Measured
Level

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Building Capability
Maturity is a
sequential learning
process.
The Staring Point for
that sequence
depends on the
current measured level
Change Failure Modes
• Development intervention
is at the wrong level.
• Development intervention
skips a level.
• Failure to recognise and
start at level 1, if
measured level is
disintegrative.
Integrative Levels
Disintegrative
Levels.
Failure Mode consequences
• Fails to gain traction
• Fails to be sustainable
• Can cause maturity
regression
Critical Path of Failure Points
• In the change process
• That determine Maturity
(Functioning Level)
Source Dynamic Systems Maturity Theory

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Organisation Capability Maturity
Framework™. (OrgCMF™)
Next Generation Change & Transformation Tool Kit

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“The ability to mobilise resources to achieve an aim”
Capabilities reflect Ability
A means;
to measure and improve Ability
to simplify the complexity of
organisation systems
to address interdependencies e.g.
Process, Skills, Tools, Management,
explain what is happening, practices
and performance.
to identify and set priorities to achieve
aims for any change.
To calibrate actions to the
organisations learning level.
Current Capability maturities determine
Current
Performance
Rate of Change
Improve Capability maturity
Add New Capabilities
Improves Performance
Improves Agility (Rate)
Enables greater ambition
The key is knowing which
capabilities to focus/invest on/in
to achieve target aims (Ambition)

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Organisation Capability Maturity Ref. Model
Current Capability maturities determine
Current
Performance
Rate of Change
Improve Capability maturity
Add New Capabilities
Improves Performance
Improves Agility (Rate)
Enables greater ambition
Enhances How? And adds What? & Where? to
Change/Transform ?
Capability Maturity Management
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Organisation Capability Maturity Framework (OrgCMF)
Constructs
(BIT) Buy in Technique
(GSP) Goal Setting Process
(IIL) Integration at Individual Level
(IVO) Involvement
(MDI) Management Discipline
Information and Guidance for Change &
Transformation
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DSMT 15
Level
Analysis
Diagnostic
Triage
Sensor
Deep
Diagnostic
OrgCMF™ Structure OrgCMF™ Assessment Levels

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Measure & Improve using a Capability Maturity Reference Model

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OrgCMF™ Platform (Beta MVP 0-2)
Open Access, Usable & Useful Information & Tools

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Beta MVP 0-2
• Website
• Navigate OrgCMF BoK
• Complete Assessment
• Multiple Surveys on a single
Assessment (Option)
• See Real Time On-Line report
• ODTI can quickly configure
any user assessment.

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• Registration
• Customer User Assessment Admin Panel
• User Assessment Configuration
• User Assessment Process Management
• Product & Subscription Management
• Product Payment/Subscription
• Multi Tier & Multi Tenancy
• OrgCMF™ BoK mid year content update
Beta MVP 0-3 (Release Date July 2019)

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• Home: www.orgcmf.com
• Bok: www.orgcmf.com/bok
• Take an Assessment www.orgcmf.com/assessment/
Access and use OrgCMF™ Platform
Multi Level
Search
Drill down to
constructs
View Traits and Guidance for
each Maturity Level
Enter Assessment
Code
Select Survey
(Opt.)
View Report
Progress

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OrgCMF™ Use Cases
Formal or Informal, Tactical or Strategic

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• Its not prescriptive, local expertise and the organisation context
inform both its optimum use and change actions.
• Its not the recipe, it’s a quality ingredient that should enhance the
change outcomes for any organisation.
• Its about providing organisation system information as needed at any
point in time whether through Assessment or reference to the Body
of Knowledge (BoK).
• Its free to access the BoK , and there is information there that may be
of use to Leaders, Managers, Professionals and teams across the
organisation, so making them aware of it means they can leverage
accordingly.
Some tips for using OrgCMF™

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• It is as much about solving little problems/opportunities across the
organisation as it is about a Framework that might be used formally to
drive continuous improvement or to support management of a change or
transformation initiative. (Tactical versus Strategic).
• Informal use such as a team with a specific change or issue, who gather in a
room, complete an assessment as a group and look at the guidance and
discuss their action, is as powerful as a senior management team formally
Assessing some or all of the organisation as part of change governance or
benchmarking.
• Its not the information provided by the Model/Tool that is important it is
how it is used to move an individual/team/organisation forward and
improve outcomes. It could be as simple as using the BoK or an assessment
to start to engage individuals and/or teams in the change.
• The normal best practice project/program management apply
Some tips for using OrgCMF™

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• Its about what your objective for the Assessment is?
• What? would I/We like to know? What are our information needs?
• Why? What is our intention in acquiring this information?
• How? will I/We analyse and understand what we find out? (The Information)
• Who? is likely to leverage the information and take the appropriate action?
• Sensor: Single question at model level to test the temperature of the organisation
if necessary.
• Triage: Single question for each Dynamic can be used to identify priorities/focus,
or to facilitate discussion and consensus on the need for change, or perhaps
benchmark.
• Diagnostic: Single question per construct ( 5 to 8 per Dynamic) that looks at
specific building block/practice maturities to guide building up of capabilities.
Useful to specific roles, teams, who should own the action.
• Deep-Diagnostic: Diagnostic using 15 Maturity levels for the hard change
problems, deep root cause analysis and remediation (Single question per
construct), more usually used as the exception with OD professional support.
Some tips for selecting or configuring Assessment

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How you might use OrgCMF™ during the
process of change?

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Collaboration Innovation
Agility Productivity
Responsiveness Premium
Returns
Advantage
The Four Organisation Capability Maturity Pillars
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Synergy
Leadership

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• Many issues with change initiatives relate to trying to make a change or
take action at a level that the organisation is not capable of absorbing.
• OrgCMF™ Calibrates Change Program and actions to the maturity level of the Org.
• This ensures traction, sustainability and productivity in the program and its actions
• Existing change processes and tools do not adequately integrate building
the capabilities and their maturity to achieve the target outcomes.
• OrgCMF™ provides an aligned roadmap for change process improvement and
appropriate capability building.
• Ensures focus and consistency in achieving sustainable performance improvement and
change outcomes.
• Today’s environment for organisations is often complex, dynamic and
uncertain. (Global Trade, Technology/Digital, Environmental, Regulatory
etc)
• It simplifies the complexity and supports prioritization
• It covers the full organisation system and subsystems in an integrated manner
• It’s a framework that stakeholders can rally around and be comfortable with taking on board
change
Why is using OrgCMF™ Important

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Top challenges for successful Digital Org. Transformation (What experts say from surveys)
• Lack of shared Vision & realistic plan
• Focus, Direction, Expectations, KPIs
• Lack of Talent, Understanding & Skill
• To Lead, Manage and Execute
• Legacy Systems inertia
• Inflexible, Interoperable, Integratable, Securable
• Investment and success measurement
• Budget, Impact Visibility, ROI
• Customer focus, understanding and data leverage
• Their journey, what they tell? what you know?
• Resistance to Change and Change Management
• From Model to Task, Process for change
• Culture & Collaboration
• Silos, Behaviours, Values
Organisation Capabilities do not
align with Transformation &
Change Ambitions
Return

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Unfreeze
Change
Refreeze
Lewin
Reinforcement
Ability
Knowledge
Drive
Awareness
Prosci
Denial
Anger
Bargaining
Depression
Acceptance
Kubler-Ross
Largely about How to Change/Transform ?
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