This tool will help assess your organization's maturity against the criteria of operational transformation capabilities developed and tested by Future State

1. LEVEL 1: GOOD
OPERATIONAL TRANSFORMATION MATURITY MATRIX
To create lasting change for an operational transformation, take an interdisciplinary approach. Use this worksheet to identify your project or organization’s current level of maturity in each of these domains.
Entry-level experimentation and applications
with low consistency
Stakeholders often functionally, regionally or
hierarchically grouped
No or little visible sponsorship
Most groups using communications to inform
stakeholders
Largely tactic driven, trying various vehicles
Change management applied to some
projects with a few successes
Scattered, standardized training opportunities
Generic support or help desk / help lines
Basic level of design for humans / user
interface
Change integration into project management
PROCESS
EXCELLENCE
ADOPTION
INNOVATION
Creation of innovation standards and centers
of excellence
Ideation, iteration, design process developed
and formalized (repeatable)
End-to-end touchpoints for innovation known
Dedicated group or leadership team for
innovation established
Application of innovation principles or design
thinking to multiple projects in various
business units across the organization
Reward mechanisms and recognition more
meaningful and automatic
Innovation metrics measured, tracked and
shared / reported
LEVEL 2: SUPERIOR LEVEL 3: OPTIMAL LEVEL 4: WORLD CLASS
Process designed functionally, performs
consistently with good performance
Leaders recognize need to improve
Small group appreciates power of process
Performers can name process they implement
Process documentation is in place and
primarily functional, and it identifies the
interconnections between the functions
Metrics are used to track performance,
identify root causes and drive improvement
Process designed for end-to-end, delivering
consistent superior performance
Leaders understand process can improve
performance
Process owners accountable for individual
processes
Process governance established
Process documentation is end-to-end
Process metrics are compared to industry
benchmarks
Performers understand end-to-end processes
and key metrics
Access to process excellence, change
management and communications experts
Enterprise-wide process model established
Process integrated with other enterprise processes
and strategy, delivering optimal performance
Leaders have future state vision for
enterprise-wide process
Process owners share accountability for
enterprise performance
Access to large-scale operational
transformation experts
Enterprise process model documented and
linked to technology and data architecture
Performers understand business drivers and
how individual performance impacts enterprise
Process documentation shows interfaces and
expectations of connected processes
Process that transcends the boundaries of the
enterprise, extending to suppliers and customers
Leaders automatically operate from a process
mindset
People with skills in process and change
management across enterprise
Documented structure, learning opportunities
for process and change
Enterprise process model connects to strategy
and customer and supplier process
Performers know industry trends and how
performance impacts industry
Process design and documentation digitally
available and connected to performance,
management and impact analysis
Expanded application of a basic approach with
regular, routine consistency
Stakeholders grouped by shared concerns
with a stakeholder analysis
Learnings applied to new change initiatives
Two-way feedback loops established
Regular approach used for communications
and change management
Some projects design end-to-end change
strategy with change agents
Global change team
Increased visibility and established ‘voice’
Improved support tools that focus on user needs
Beginning project management integration
Awareness of best practices
Establishment of standards to guide a unified
approach for repeated success
Most projects apply consistent approach with
set of standards for end-to-end process
Infrastructure in place to support routine
change, communication and learning activity
Some differentiation based on need / risk level
Stakeholders engaged, sentiment measured,
tracked, responsive
Change networks or competency teams grow
Leadership coached
Sponsor embodies change leadership role
Connection to business process excellence and
aligned with HR process
Demonstrated competency and sharing of
knowledge to grow organizational capacity
Change preparedness is second nature
Engaged stakeholders are collaborative
partners for change
Expansion of change expertise and change
network among all levels of the organization
Increased experience, certifications, best
practice applications, industry participation
grows organizational capacity for change
Centers of Excellence established with
contributions from the field, continuous
improvement
Innovative behavior targets identified
Full innovation capability throughout enterprise
Human-focused design thinking second nature
Open, collaborative ideation opportunities
Immersive, tactile ideation lab or center
Innovation approach integrated within
various departments
Interdisciplinary team
Cross-functional leadership team acts as
innovation champions
Connection routinely made from innovation
effort to goal contribution and outcome
Organization yields multiple benefits and
grows innovation capacity
Ongoing KPIs and improvement
Growth of design thinking, establishment of
innovation structure and process
Ideation is linked to strategic business needs
One or a few new ideas are tested
successfully
Design always occurs with direct user input
and full feedback loops
Structured improvement processes with
formal methods applied
Innovation program with budget, clear goals
contribution and rewards
Consistent approach to innovation emerges
Experimentation with innovation projects/programs
Some initial innovation efforts yield a new
product, process or idea
Some ad hoc or isolated improvements
deliver better cycle time, cost, agility,
precision, value, performance, satisfaction
Ideation or innovations untracked, recorded
or measured
It can be challenging to come up with a few
viable possibilities from ideation
Design attempts user focus but can occur
without direct user input
Many pilots and ideas form but never get
developed or launched
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Process
integrated
with
adoption,
innovation,
customer,
supplier
process
Alignment of
enterprise-wide
process with
governance,
process linked
to IT
End-to-end
process
mapped with
handoffs,
metrics used
to improve
performance
Create
process
clarity known
steps, roles,
owners and
KPI metrics
Integrate
process,
change and
innovation
efforts in
holistic
approach
Create
full-circle,
end-to-end
consistency,
recognize
change
champions
Deliver
routinely on
support and
leverage
resistance as
opportunity
Establish
touchpoints,
give a reason
to change
and clear
vision of
future
Develop
enterprise-wide
leadership
innovation
and design
thinking
capability
Operationalize
innovation
competencies
and create
positive impact
Development
of regular
innovation
process,
pilots
funded
through
testing
Cross-functional
ideation and
application
to business
needs
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2. LEVEL 1: GOOD
OPERATIONAL TRANSFORMATION MATURITY MATRIX
Basic elements of strategic planning, HR,
onboarding and talent in place
New hire onboarding program in place
Incidental training for mentoring and
apprenticeship exist that are SME-based and
manually tracked
Talent management workstream exists within HR
Company vision, mission and values are readily
accessible to all employees
HR enables and drives the change leadership
capability for the organization
HR functions as an effective cultural steward of
the organization
HR invests in and develops its own HR talent
pool to ensure best practices and latest learning
is in place
Leadership offsite takes place annually
PORTFOLIO
MANAGEMENT
ORGANIZATIONAL
EFFECTIVENESS
LEVEL 2: SUPERIOR LEVEL 3: OPTIMAL LEVEL 4: WORLD CLASS
Emerging program management
Common definitions of project types and core
characteristics established
Methodology being developed
Coordination of overlapping projects
Process for updating project list / database
Basic processes used on some projects
Skeleton methodology in place
Basic project data is collected consistently
Performance is stabilized
Some standard processes
Initial portfolio controls
Project and project data tracked in single
system / database
Experimentation with project management
methodology(ies)
Standardizing program management
All processes standardized and repeatable
A project management methodology is chosen /
developed, approved and used
Project participants are informed about project
management standards
Resource forecasting occurs sporadically
Strategic projects recognized
Projects can be prioritized
Projects can be scored in the prioritization phase
Project, program and portfolio reports can be
generated
Initial integration across portfolio
Awareness of status
Risks managed across a program
Program level status and reporting
Initiating enterprise portfolio management
Project management processes integrated with
corporate processes
Most projects managed in portfolio
Resource allocation occurs across multiple
business units
Transparent decision making based on
resource information and priorities
Knowledge base created
Business intelligence and reporting provide
leadership with accurate portfolio, program,
and project data
Multi-level data enables visibility of bottom-up
and top-down analysis
Projects support the strategic plan
Project benefits are tracked
Portfolios of projects or programs initiated
easily to meet strategic business objectives
Lessons learned is a routine process
Performance improvement experimentation
Optimized enterprise portfolio management
Focus on continuous improvement
PM is a Center of Excellence
Knowledge base expanded
Project management system fully integrated
with other core systems
Enterprise level scheduling
Checks and balances ensure utilization rates
Regular analysis and renewal of the existing
PM methodology
Lessons learned are easily shared and
accessed across the enterprise
Resources optimized enterprise-wide
Resource requirements accurately forecasted
Project prioritization aligned to objectives /
funded at enterprise level
Portfolio strategy influenced by the vision and
long-range goals
Key metrics integrated to measure delivery by
program / project team
HR functioning effectively as strategic business
partner, supporting growth
Learning and development program exists for all
levels of employees
LMS in place with program-focused instruction
Company vision, mission and values are
understood by all employees
Ability to create business cases and governance
structures for LOBs
Workforce planning and forecasting capabilities
across the enterprise
Effort to create an environment of innovation
and collaboration
HRBPs are consultative partners to the LOBs
(not only HR administration)
Operational measures to assess HR functions
and strategic people measures to support LOB
decisions
Organizational design optimized to support
vision and strategic objectives
Five-year strategy is in place for the organization
HR / OD consistency and reuse enterprise-wide
and desired employer
Benefits and compensation are very
competitive within the industry
High potential employees recognized and
proactively developed
Succession planning expected with process
and implementation rigor
Effective diversity strategy in place
‘Skip-level’ meetings are part of the normal
check-in process
Company vision, mission and values are
supported by all employees
A healthy culture of feedback exists
Knowledge sharing portals, recruiting tools,
management dashboards used
Strategic outsourcing capabilities exist to
optimize organizational efficiencies and
economies of scale
Learning and development is integrated with
talent strategy and process and technology
focused
Exhibits high degree of change ability
Evolves industry best practice, supporting
strategic growth of the business and ‘great place
to work’
Employees engaged, valued and actively
contributing in a ‘fit’ role
Recruiting top talent is organic because the
culture draws them
Leadership development program prepares
leaders to adapt to volatile, uncertain,
complex and ambiguous world with positive
influence, science of change and emotional
intelligence, diversity and generational
leadership
Executive leaders are visible, available and
function as a cohesive, aligned and publicly
engaged leadership team
Employees actively ‘live’ the vision,
mission and values in daily behavior and
decision-making
Culture of learning agility established with a
systemic focus
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Transparent
decision-making
based on
accurate,
proactive data
and consistently
measured over
time
Focus on
continuous
improvement
and integrated
enterprise
schedules,
resources and
risks
Integrate into
enterprise
process,
optimize
resourcing
and decisions
with portfolio
analytics and
learning
Standardize
process within
a select project
management
methodology
and build
program-level
tools
Focus on
leadership
development,
employee
engagement,
feedback
loops, solid
rewards, growth
opportunities
Process and
systems exhibit
philosophy,
with diverse
talent, learning
and growth
strategies
integrated
Organization
designs
alignment to
strategy with
skill-enabled
workforce, tools
and processes
Leaders define
and share
foundational
story (vision,
mission, values,
origins and
focus)
© 2015 Future State | CONFIDENTIAL AND PROPRIETARY. Copying, distributing, re-creating or any other non-authorized use of the content in these slides without express written consent is strictly prohibited. Print to 11”X17” Tabloid |page 2
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