Maturity Models

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Maturity models are frameworks that assess the evolution and capabilities of an organization, process, system, or product. They help organizations understand where they are currently, identify areas for improvement, and determine how to evolve capabilities over time. The document discusses why maturity models are needed, as many organizations are not effectively managing customer experiences in the digital era. It provides examples of maturity models used in different domains and outlines typical elements of maturity models like levels of proficiency. The document advocates that organizations understand where they are and use maturity models as guides to formalize knowledge and strategies for continuous improvement.

Summary
A discussion on Maturity Models in Digital Era.
Do we need them?
Do they make sense?
Will they bring value?

What happening on the ground?
• People are not reading the manual
• We repeat what we did before with new tools
• Tools are blamed

Writing is on the Wall
Eighty-four percent of brands in Forrester's US Customer Experience Index (CX
Index™) got "OK" scores or worse from their customers in 2015. This is a clear
sign that their current approach to customer experience management (CXM) isn't
working.

“There is no quick and easy way to get to
the highest levels of Maturity. It is not
possible to make a jump. Companies
should spend lots of efforts and time to
make their way to the top levels of UX
Maturity.”

What is a Maturity Model?
- a framework
- a model
- guide
- evolution of past knowledge

Philosophy
- Descriptive: as-is assessment
- Prescriptive: determine where and how to improve
- Benchmarking: compare with similar organisations

Where are they applied?
Supply chain management
Enterprise Capabilities
Data Exchange
Enterprise Architecture

Outcomes
Help clients to understand that they need to change
Help users to learn the platform better
Empower client in multi-vendor relationships

Outcomes
Formalise your knowledge
Provide a point of reference for connecting the dots
Provide mechanism for verifying strategy

Visually (Gena Drahun)
Stool
Triangle, Iceberg
Waterfall, Stairs, Progression, Matrix, Radial, Ven, Honeycomb, XY
Cycle, Journey,
Cube, Umbrella
Funnel, Diamond, Squiggle

Maturity Model Examples
CMMI, ISO15504, TIPA
PRINCE, PMBOK, COBIT, ITIL,
TOGAF, Zachman, Lean-S6, Agile
BPMM, BPMMM, PEMM, OPM3
Corporate Governance
DAM Maturity Model
SEO Maturity Model
Conversion Optimisation Maturity Model
ISO 9241, UX/CX Maturity Models

SYSTEM
BUSINESS
PROCESS
BUSINESS
PROCESS
BUSINESS
PROCESS

SYSTEM
BUSINESS
PROCESS
BUSINESS
PROCESS
BUSINESS
PROCESS
SYSTEM
SYSTEM

PROCESS
PRODUCT A PRODUCT B
PRODUCT XPRODUCT DPRODUCT C

PRODUCT A PRODUCT B
PRODUCT XPRODUCT DPRODUCT C
PRODUCT A PRODUCT B
PRODUCT XPRODUCT DPRODUCT C
Marketing
PRODUCT A PRODUCT B
PRODUCT XPRODUCT DPRODUCT C

Starting Points
• If you are dev start with creating a map of features then roll up into capabilities,
then connect to business flows
• If you are practitioner your business flow to best practices, filter/map them to
functional areas then map to system features.
• If you are stakeholder empower someone in your organisation to invest time
into finding a starting point for modelling
• Slideshare Gena Drahun

ADOBE Playbooks with Models
• Analytics
• Audience Manager
• Campaign
• Experience Manager
• Media Optimizer
• Primetime
• Social
• Target
Scott Rigby et al

© 2012 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.© 2016 Adobe Systems Incorporated. All Rights Reserved. Adobe Confidential.

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Maturity Models

2. Maturity Models

3. Have you heard of Maturity Models?

4. Summary A discussion on Maturity Models in Digital Era. Do we need them? Do they make sense? Will they bring value?

5. Why do we need them?

6. What happening on the ground? • People are not reading the manual • We repeat what we did before with new tools • Tools are blamed

7. Writing is on the Wall Eighty-four percent of brands in Forrester's US Customer Experience Index (CX Index™) got "OK" scores or worse from their customers in 2015. This is a clear sign that their current approach to customer experience management (CXM) isn't working.

8. Digital Transformation Hype?

9. “There is no quick and easy way to get to the highest levels of Maturity. It is not possible to make a jump. Companies should spend lots of efforts and time to make their way to the top levels of UX Maturity.”

10. “It’s bit more complicated”

11. But…

12. Don’t Worry!

13. We have been here before!

14. What is a Maturity Model?

15. What is a Maturity Model? - a framework - a model - guide - evolution of past knowledge

16. Philosophy - Descriptive: as-is assessment - Prescriptive: determine where and how to improve - Benchmarking: compare with similar organisations

17. Where are they applied? Supply chain management Enterprise Capabilities Data Exchange Enterprise Architecture

18. What are they for?

19. Outcomes Help clients to understand that they need to change Help users to learn the platform better Empower client in multi-vendor relationships

20. Outcomes Formalise your knowledge Provide a point of reference for connecting the dots Provide mechanism for verifying strategy

21. What do Maturity Models Look Like?

22. Visually (Gena Drahun) Stool Triangle, Iceberg Waterfall, Stairs, Progression, Matrix, Radial, Ven, Honeycomb, XY Cycle, Journey, Cube, Umbrella Funnel, Diamond, Squiggle

23. Donald Norman, 1998

24. Peter Morville, 2000

25. CMM

26. Izac Ross, 2015

27. CMM

28. UK Design Council, 2005

29. Maturity Model Examples CMMI, ISO15504, TIPA PRINCE, PMBOK, COBIT, ITIL, TOGAF, Zachman, Lean-S6, Agile BPMM, BPMMM, PEMM, OPM3 Corporate Governance DAM Maturity Model SEO Maturity Model Conversion Optimisation Maturity Model ISO 9241, UX/CX Maturity Models

30. Is anything missing?

31. Tom Stewart, 1976

32. SYSTEM BUSINESS PROCESS

33. SYSTEM BUSINESS PROCESS BUSINESS PROCESS BUSINESS PROCESS

34. SYSTEM BUSINESS PROCESS BUSINESS PROCESS BUSINESS PROCESS SYSTEM SYSTEM

35. You need a Model!

36. But not just one…

37. PROCESS PRODUCT A PRODUCT B PRODUCT XPRODUCT DPRODUCT C

38. PRODUCT A PRODUCT B PRODUCT XPRODUCT DPRODUCT C PRODUCT A PRODUCT B PRODUCT XPRODUCT DPRODUCT C Marketing PRODUCT A PRODUCT B PRODUCT XPRODUCT DPRODUCT C

39. How to get started?

40. Starting Points • If you are dev start with creating a map of features then roll up into capabilities, then connect to business flows • If you are practitioner your business flow to best practices, filter/map them to functional areas then map to system features. • If you are stakeholder empower someone in your organisation to invest time into finding a starting point for modelling • Slideshare Gena Drahun

41. Wait there is more!

42. ADOBE Playbooks with Models • Analytics • Audience Manager • Campaign • Experience Manager • Media Optimizer • Primetime • Social • Target Scott Rigby et al

43.

Editor's Notes

http://www.wikihow.com/Play-Pin-the-Tail-on-the-Donkey
https://www.linkedin.com/pulse/digital-transformation-putting-lipstick-pig-dirk-rohweder
https://www.linkedin.com/pulse/wicked-truth-ux-maturity-gena-drahun
BPM
It's a framework for measuring organisational operational capacity It’s a theory about how organisational capabilities evolve is a stage-by-stage Domain Reference and Assement Models
http://www.wikihow.com/Play-Pin-the-Tail-on-the-Donkey
Help clients to understand that they need to change? (it the change system will fit better) Help users to learn the platform better? (avoid ReadTheManual syndrome) Empower client with power to ensure multi-vendor relationships work to the same goal? (avoid Vendor vs Vendor) It's a way of formalising and classifying knowledge. It's a way you can explain your knowledge to another person without taking them to death It's a way you can explain and keep on referring to while everyone learns and realigns
Help clients to understand that they need to change? (it the change system will fit better) Help users to learn the platform better? (avoid ReadTheManual syndrome) Empower client with power to ensure multi-vendor relationships work to the same goal? (avoid Vendor vs Vendor) It's a way of formalising and classifying knowledge. It's a way you can explain your knowledge to another person without taking them to death It's a way you can explain and keep on referring to while everyone learns and realigns
CMM
UK Design Council, 2005
CMMI - ITIL Ability for organisation to accepts new systems/ prepencity Fashinistic purchase Buy before they need TIPA - Tudor IT Process Assessment OPM3 - Organizational Project Management Maturity Model PEMM – Process Enterprise Maturity Model BPMM – Business Process MM UX/CX ~ 300x ISO 9241 Ergonomics of Human-System Interaction.
Tom Stewart, 1976
Pick a model merge it with Tool Maturity
Scott Rigby, Gerardo Contreras, Tamara English & Cindy Rudman Find/Encourage tools
Summary 80% models are also hit and miss - avoid to be overly optimistic for process Don’t blame the tools

Maturity Models

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