Applying the Business Maturity Model in practice often involves the use of the Business Maturity Scan. This online questionnaire uses a number of specific questions to gain insight into the level of maturity of the organisation based on the perception of the employees.
A report can be downloaded immediately after filling in the questionnaire. You can only access the scan using a personal user name and password linked to an industry or client specific questionnaire. If you do not have a login account yet and you are interested, please contact us through firstname.lastname@example.org.
Click here for the online questionnaire.
Each questionnaire is composed of a number of standard elements which measure a part of the Business Maturity Model. Dependent on the situation questions are included for all or a selection of parts. It is also possible to add questions to the standard available questionnaires. The core of the questionnaire consists of 15 up to 20 questions for each of the five pillars of the model: strategy formation, organisation & processes, governance, information technology and people & culture. Both the current and desired situation is surveyed. Additional elements include the environment of the organisation, the performance and the ability to change.
All questionnaires have been derived from the scientifically validated questionnaire for the industrial sector. By now, quite a few versions of this questionnaire are in use, both for the private and public sector. These differ mainly in used terminology. The subject of the questions hasn’t changed however, so that the different questionnaires are comparable in essence. Questionnaires for the public sector have also come through the scientific tests, among which the questionnaire for the hospital sector.
The Business Maturity Scan turns out to be very successful in practice:
In general a BMM report gives insight into the current and desired level of development taking into account the organisational environment and current performance. Points of interest are the balance between the pillars (research shows that balance leads to significant better performance), the level of development (is this as expected and is it similar to other comparable organisations) and the gap between the current and desired level (is the ambition realistic or not). All this embedded in best practices collected during recent years.
In addition, differences between organisational divisions or other cross sections of the organisation are visualised. Higher management for example can have a certain understanding of the governance of the organisation, whereas middle or lower management can question certain aspects of this pillar. These insights then lead to specific projects aimed at improving the balance between the pillars and the performance of the organisation.