Now that high-impact processes have been identified, it’s important to identify which of those have a low maturity level, thus requiring the most improvement. By conducting a process maturity assessment, organisations can identify the maturity gap of their business processes.
Process maturity assessments help organisations establishing a better understanding of how well a process is executed compared to industry or functional common practices. The maturity level defines if the practices applied in a process are basic, advanced, leading or emerging to next generation practices.
Maturity assessments identify the maturity of current-state processes as well as the desired maturity of future-state processes. The desired maturity depends on the specific strategy of an organisation. By comparing the current-state score with the future-state score, we can identify which processes have the largest maturity gaps, hence need most improvement. In Figure 4, we can see the maturity scores, as well as the impact specific processes have on the value-drivers and with that on the strategy.
Figure 4: Process Impact Assessment Matrix with Maturity Gaps
Processes with the largest maturity gaps need to be addressed with the highest priority. Improvement and transformation initiative focusing on high impact, low maturity processes deliver most value to the execution of an organisation’s strategy. However, also commodity processes with a significant maturity gap need to be bought at least to an industry average performance. Improvement and transformation initiatives for high impact, low maturity processes justify in general sophisticated optimisation and innovation approaches. Commodity processes can be improved by applying common practices, optimisation and innovation wouldn’t pay off (Kirchmer, Franz, 2014).
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