This document describes the Holignment Organisation Maturity Model, which provides a framework for diagnosing and developing an organization's maturity. It involves 13 dynamics of development across 15 phases or levels of learning complexity. The model was created by integrating theories of learning and can measure how developed an organization is in different dimensions. It then provides a roadmap for guiding targeted interventions to systematically and sustainably improve the organization's functioning and move it to higher levels of maturity. The end goal is to help organizations achieve sustainable leadership and competitive advantage.

1. Holignment™
Organisation Maturity Model
Diagnosis – Index - Report
Holignment Organisation Maturity Indices
The complexity demanded of the modern organizations is way beyond any current model of
organization development. A complete re-think of the approach to learning in human systems was
There are 13 Dynamics and 15 called for and the research outcomes have delivered a new progressive approach
phases of development.
However, most organizations will
not be systemically functioning
The basic premise is that if an organization is a human system, its model of learning must reflect
below Learning Levels, so human learning patterns and be valid for all human systems whether it is an individual, team, or
developmental programs will not organisation
need more than 6 phases to
achieve top functioning. The model was devised by re-examining theories of learning from different strands and eras of the
However, there are always holes behavioural sciences into discovering that they could be organized into hierarchical levels of learning
that need to be filled and this complexity and then measuring the activities or dimensions of an organization against these levels.
approach graphically shows
where these are, and the effects
Insofar as these dimensions are sources of discrete learning, they are called Dynamics. The result is a
that they have on the entirety of
the human system, but thankfully
matrix with learning stages increasing upwards in increasing complexity and the Dynamics moving
also show in a human-friendly outwards in increasing complexity from the most basic which is the use of physical resources to the
way how to grow out of those most complex integrating macro issues from political governance to global citizenship, environmental
situations in a systemically footprint, etc.
sustainable way.
The model offers a diagnostic framework where these dimensions can be measured for their level of
functioning and it provides a developmental rationale whereby interventions are introduced at the
Sustainability is built into the prevailing level so that they achieve traction. They are then guided from level to level so that the
model so that as in the case in
whole system grows together resulting in systemically sustainable growth, while the higher levels
relation to loss of physiological
function, in the event of setback,
define responsiveness, innovation and ultimately leadership. The model will take any dimension
the degradation is simply to the through phased development from the lowest level where it is a drain on resources to the highest
stage immediately below the where it is re-enforcing systemic leadership.
stage where the setback occurred.
This is called graceful degradation
and is found in all natural
systems. On the other hand,
organizations or any human
system that has not functionally
grown in an integrative fashion
will degrade catastrophically.
Document Name & Version 2-1 Holignment© Date Oct 2011

2. Holignment™
Organisation Maturity Model
Diagnosis – Index - Report
Understanding the levels of Maturity for your Organisation
TITLES DESCRIPTION OF HABITUATED STAGE DESCRIPTION OF DEVELOPMENTAL PHASE
SUSTAINABLE Trusted Brand, etc. Regularly diagnosing of organizational functioning
LEADERSHIP (12) & re-invigorating the phases
LEADERSHIP (11) Leadership positioning in the sector and beyond, People from the organization as well as the brand
giving direction to the marketplace and beyond assume leadership positioning in the sector and in
the broader world
 A baseline & benchmark SUSTAINABLE C.A. Organizational Advantage with failure to take Systemising to support innovation etc., maintain
 ROI and traction for (10) macro-systemic Leadership quality & manage direction, Self Organization
COMPETITIVE Innovation that loses awareness of market, Systemic Self-Engagement, Innovation,
targeted interventions. ADVANTAGE (9) external change, etc. Empowering game-changing connectedness, etc.
 Systematic and SUSTAINABLE Neglect of R&D, innovation, etc. Systemising Competitiveness throughout the
COMP’NESS (8) organization
Sustainable Process COMPETITIVE- Performance becomes a matter of discreet Customer-Care Excellence, In the marketplace,
NESS (7) contests rather than integrating strategic growth habitually, exceeding expectations, measuring up
 Roadmap to the competition, etc.
STRATEGIC LEARNING A bias to process and procedure rather than the Embedding all of the process and procedure
(6) next level of market focus and the organization needed to re-enforce the strategic plan and the
never becomes adaptive enough future development through the phases; post-
pilot proceduralization, etc.
CHANGE (5) Introducing new process, training, etc. which is Training and personal development is in place that
 Trusted scientific
neither part of a viable strategic plan nor visibly will ensure that the competence requirements of
process growing the organization towards Sustainable a strategic plan are in place, learning from pilot,
Competitive Advantage etc.
 Simple on-line process UNSTABLE An intrinsic friction that never integrates into a Allocation of resources, positioning key people,
 Engagement in the EQUILIBRIUM (4) drive with potential for growth. Dissenters are possible piloting, etc.
bipolarised & degrade or they leave
process & Change STABLE EQUILIBRIUM A niche is allowed to shape the organization to Getting people on board with the growth strategy,
(3) suit its needs. If the niche changes, degradation taking stock of progress from the opportunistic
to a chaotic stage occurs phase, planning for resource allocation in the next
phase, etc.
 A consistent model and CRITICAL Chasing opportunities that may not yield Strategic Delegation to a network of key people
DIVERGENCE (2) strategic value or potential for sustainable with the credibility to leverage change & grow
approach competitive advantage beyond critical dependency
 A strategic alignment CRITICAL Dependence on a singularity - customer, Depending on the dimension this phase means
DEPENDENCE (1) financier, etc., or deference to a leader or attaining visible leadership commitment to a plan;
with business strategy influence (Groupthink), limits growth creates winning a flagship customer; launching a strategic
frustration, antagonism, stress, boundaries & product; gaining a beachhead; etc.
 A method & Tools to competence ceilings
apply professional OD & INSULATION/ Failure To Launch, etc. Planning progression through the phases
INCUBATION (0.n)p
HR skills & interventions INERTIA (0) Deadwood, Switched off people, etc. Critical mass of people make a resolved decision
to stop what is damaging the organization or
hindering its progress
BLACK HOLE (<0) Projects with no ROI, “sunk-cost effect”, Milking
the system
 A way of understanding
the organisation. Some Applications of the Model
 A benchmark Major Change Program: - Can ID barriers & Enablers, Integrates OD in Strategy, Engagement
 Clarity of engagement Merger & Acquisition: - Accurate Profile of both Orgs, Allows alignment interventions and integration
Collaboration Program: - Aligns and integrates the human elements of collaboration with Platform
For More Information
Growth Strategy: - Establishes the performance base line and supports to maximize growth
myles@holignment.com
Declan.Kavanagh@deckav.com Turnaround Strategy: - Identifies the current functioning and roadmap to high performance
Team Development: - Identifies team interventions that will maximize improvement
Document Name & Version 2-1 Holignment© Date Oct 2011