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The concept of organizational maturity generally refers to the evolutionary process of an organization building its people, processes and technology readiness and capability through the adoption of quality practices.
Many organizations from around the world present their purposeful identities to the general public by using elements such as vision, mission and value statements.
Oftentimes I am asked for advice on how to do performance management right. A very relevant question, as it is easier to make mistakes in deploying performance management practices rather than to get it right.
Clarifying terminology and understanding the context of each entity is important in designing good performance architecture that fits its environment and cultural dynamics.
Change management is a crucial process to employ, when leading an organization from its current state, to its desired future state.
In many cases when measuring organizational performance, companies tend to focus solely on the financial perspective, setting objectives such as “Achieve profit growth” (measuring it through $ Gross profit margin, $ Net cash flow, or similar indicators) or “Maintain financial discipline” (measuring it through % Budget variance, # Berry ratio, or others).
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