Why I dislike…

maturity-model…(so called) ‘maturity models’.

You know the ones I mean:

They are drawn up with an answer already in mind…and there’s seemingly one ‘out there’ for every ‘silver bullet.’

They are broken into:

  • a supposed linear 1 to 5 scale; and
  • neat horizontal swim lanes of supposedly important sub-categories.

The wording to articulate each point on the scale is contrived to work for the author’s intent. They start off as ‘black’ on the left (obviously undesirable), finish as ‘white’ on the right (i.e. heavenly) and go through a torturous swamp of grey in-between.

The people involved in designing and then scoring ‘our position on’ the scale are ‘in management’ (often assisted by some external consultants)…with little or no (meaningful) inclusion of the front line or customers i.e. those that would actually know about reality.

Scoring is performed based on opinions (perhaps in workshops, or via surveys), not the facts at the gemba.

Each team employing such a maturity scale is miraculously1 led to self-score themselves somewhere between a 1 and 2 at the start.

Management then use this ‘shocking’ score to justify the investment in a transformation programme (often given a name that is dripping in propaganda). Such a programme contains a wondrous set of initiatives to move2 the organisation from a ‘1.5’ score, up to a target3 score of ‘5′.

…and finally, each organisation stops once they reach a (self declared) ‘4’, saying that this is how far they need to go – a 5 now being seen as somehow no longer important. They stop because everyone’s got bored of it and/or they’ve used up their budget…and want to move onto another shiny new thing.

BUT…and this is the biggie…before, during and after this maturity exercise, they retain, and promote, management’s current faulty logic on ‘implementing change’.

An observation: A fundamental fault with the ‘maturity model movement’ is that each model has an end point (the supposed end of the journey). If this were so then the likes of Toyota would presumably have stopped improving decades ago.

A reflection:  I was asked by a comrade as to whether I believed that ‘maturity models’ could be of use4.

So, er, yes…there could most definitely be some positives BUT I’d suggest that these will be limited in scope, scale and duration….so not really transformational.

Now, if you think that you’ve got a maturity framework that would change management’s fundamental beliefs and behaviours…then you are very welcome to share this with me and anyone else reading this blog.

 A closing ‘cover my arse’ comment: I ‘get’ that many of you reading this will have ‘successfully’ used maturity models in your careers to date. This post is just me jotting down my thoughts on why I have a problem with them. It’s merely therapy for me 🙂

Footnotes

1. Not so miraculous when you consider that the people wanting the organisation to implement ‘the change’ wrote (or copied) the scale and its associated wording. It would be no good if you were already a 4 or 5.

2. When I say ‘move’ I actually mean ‘look for any evidence’ that could justify arguing that you are now a rather wonderful 4!

3. regarding ‘target’ – management will likely have baked some success criteria into their existing (and hugely flawed) cascaded objectives and incentives framework…meaning that they are somewhat biased in looking for favourable outcomes.

4. A few of those around me are always trying to get me to ‘see the positives’ in things 🙂