The document proposes a maturity model framework for surveying companies' use of emerging technologies. The framework assesses companies across four dimensions - governance, organizational anchoring, business view, and technology - at five levels of maturity from initial to innovative. Each level is defined by characteristics within the four dimensions. The framework draws inspiration from literature on process maturity models and aims to understand how companies employ technologies to support business goals and how their usage can be measured.

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.