Improving Change & Transformation outcomes using the Organisation Capability Maturity Framework (OrgCMF™)
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This document discusses improving change and transformation outcomes using the Organisation Capability Maturity Framework (OrgCMFTM). It notes that change and transformation are essential for organizations to survive, and technology often enables or drives change. The OrgCMFTM provides a structured body of knowledge and assessment tool to evaluate an organization's maturity levels across different capabilities. Assessing these maturity levels can help identify areas for improvement and guide change initiatives. The framework is based on research in dynamic systems maturity theory and aims to increase the success rate of organizational changes, which typically fail to meet their original objectives 70% of the time.
Improving Change & Transformation outcomes using the Organisation Capability Maturity Framework (OrgCMF™)
- 1. www.orgcmf.com/bokwww.orgcmf.com/bok Improving Change & Transformation outcomes using the Organisation Capability Maturity Framework (OrgCMF™) Digital QA Day, March 5th, 2020 Presenter: Declan Kavanagh
- 2. www.orgcmf.com/bok Today Change & Transformation are pervasive and essential to survive and thrive Technology is often the Enabler or the Driver Change Capability (Agility) is becoming more important
- 3. www.orgcmf.com/bok Enabled by Technology That requires new Capabilities, Competencies & Culture Digital Tx is a Business & Organisation initiative
- 4. www.orgcmf.com/bok Capability is; “The ability to mobilise resources to achieve an aim” Capability Maturity is; “The habituated Functioning & Learning Level of an Org.”
- 5. www.orgcmf.com/bok Kotter Lewin Covey Kubler-Ross Goleman Hiatt Key Contributors to our understanding of Change 70 % of Change initiatives fail to meet original objectives
- 6. www.orgcmf.com/bok Some Existing Models for Change Management Hiatt
- 7. www.orgcmf.com/bok The Organisation System “The ability to mobilise resources to achieve an aim” Current Capability maturities determine Current Performance Rate of Change Improve Capability maturity Add New Capabilities Improves Performance Improves Agility (Rate) Enables greater ambition Capability Maturity Management – Managing Sophistication The key is knowing which capabilities to focus/invest on/in to achieve target aims (Ambition)
- 8. www.orgcmf.com/bok The challenge is nothing new “If you do not change direction, you may end up where you are heading.” – Lao Tzu, Philosopher born 601 BC. “You will never do anything in this world without courage. It is the greatest quality of the mind next to honour.” – Aristotle, Scientist & Philosopher, born 384 BC “When it is obvious that the goals cannot be reached, don't adjust the goals, adjust the action steps.”, “It does not matter how slowly you go as long as you do not stop”. - Confucius teacher, politician, philosopher born 551 BC “In the midst of chaos, there is also opportunity.” - Sun Tzu, Military Strategist, writer, philosopher, born 545 BC. “A good decision is based on knowledge and not numbers.”, “Better a little which is well done, than a great deal imperfectly.” Plato, Philosopher & Teacher, born 427 BC
- 9. www.orgcmf.com/bok Why does change fail? New Research Insights Dr. Myles Sweeney The Change Actions ignore the level of functioning of the Organisation The Change Process differs depending on the functioning level classification IniegrativeDisiniegrative The Organisation is here! The Change Action is here! Capabilities are not in Place
- 10. www.orgcmf.com/bok Dynamic Systems Maturity Theory (DSMT) Dr. Myles Sweeney Psychology, Economics & Organizational Science
- 11. www.orgcmf.com/bok Maturity in the context of Organisation System or any of its Subsystems Functioning Level reflects the nature of the assessed practices & outcomes (& ‘Measured’ Performance). Learning Level reflects the ability to take onboard new or changed concepts, ideas, knowledge or skills and apply them to achieving aims and improvements. (i.e. Agility) Maturity Level = Functioning Level = Learning Level To understand the Reference Model Maturity Levels visit
- 12. Importance of a Scientific Maturity Scale Practical & Presentation DSMT & Deep Analysis • Practices, Behaviours, and Performance can be classified. • Levels of Habituation Measured & Diagnosed (Reference Model) • Level traits can be identified & described and guidance appropriate to level measured. • Improvement actions can be calibrated to measured level in line with each Roadmap (Org., Team, Capability) • Standard Normative Scale means Comparisons & Benchmarks are valid • Can be applied to systems (org.), sub- systems (unit) and elements (Capabilities) of the system • Trust & Confidence
- 13. www.orgcmf.com/bok Organisation Capability Maturity Framework (OrgCMF™) A Digital Platform • Comprehensive Structured Organisation Capability Maturity Body of Knowledge • On-line Maturity Assessment builder and management tool (Real-time reports) • Research & Application Knowledge-base for Change & Transformation
- 14. www.orgcmf.com/bok OrgCMF™ Structure Model A representation of the system Dynamics The Capability Building Blocks Constructs The Forces that influence the Functioning Level of the System Model – Organisation Maturity Index (OMI)
- 15. www.orgcmf.com/bok Development Phases-Roadmaps (Examples) OMI-The Organisation Work Dynamic Work Identity Constructs
- 17. www.orgcmf.com/bok One Approach OCIM™ The Steps The Purpose The Tool
- 18. www.orgcmf.com/bok One Approach OCIM™ The Steps The Purpose The Tool
- 19. www.orgcmf.com/bok One Approach OCIM™ The Steps The Purpose The Tool
- 20. www.orgcmf.com/bok USE Cases • Familiarisation • Catalyst • Alignment • Specific Issue/Opportunity • Specific Aim/Objective • Transformation/Change Readiness. • Improvement Program • Benchmarking
- 21. www.orgcmf.com/bok Organisation Readiness OrgCMF™ (Organisation Centric)
- 22. www.orgcmf.com/bok The Organisation Development Tools Institute (ODTI), Researches, Develops and Provides tools that help organisations plan and execute Incremental, Transitional and Transformational Change, based on Organisation Science and Dynamic Systems Maturity Theory. “Next Generation Change & Transformation Management” ODTI & it’s Founders • Telecommunications & Electronics Engineer • 40 years experience in ICT Sector (20 at Senior Leadership Level including CEO of MNCs’) • Hardware, Software, Manufacturing, Services • Founded, Scaled & Sold Software Services Company. • Angel Investor and Board Director • Consults & Advises Nationally & Internationally • Significant Organisation Transformations including M & A • Management, Psychology & Finance • 30 Years advisory and consulting across sectors • Specialities • Organisation Learning & Psychology • Leadership & Leadership team coaching • Change & Transformation Management • Organisation Problem/Opportunity Diagnosis • Individual, Team and Organisation Development & Performance Improvement • Researched, Developed and Applied Dynamic Systems Maturity Theory (DSMT) Our Innovation Partners Declan Kavanagh Declan@orgcmf.com Dr. Myles Sweeney Myless@orgcmf.com
- 23. www.orgcmf.com/bokwww.orgcmf.com/bok Thanks Any Questions or Observations?
Editor's Notes
- #23: Just a little background on who we are. The Organisation Development Tools Institute is focused on research, knowledge and tools to improve organisation change and transformation. Change program failure rates are in excess of 70% according to most analysts, next generation tools and techniques reduces these failure rates. CL1 Declan Engineer by background, worked with entrepreneurial start-ups and MNCs in technology sector. Many years in Equipment Engineering, Automation and manufacturing. Led transformations in several organisations. CL2 Myles An expert in Organisation Psychology and Change, Leads both academic and applied Research and Author of Dynamic Systems Maturity Theory. CL3 Our Innovation partners are EI & DCU (Next Slide 4)