Organizational Performance Culture Maturity Model

Organizational Performance Culture Maturity Model

Before embarking on creating a high performing culture, an assessment is needed to determine the organization’s current cultural maturity level. We look at the Key Indicators in the Organizational Performance Culture Maturity Model (OPCMM), such as leadership, people, collaboration, meetings, projects, and reaction to change. We then develop an effective program suitable to achieve your organization's sustainable growth.

Key Indicator	Traditional Culture Maturity Level 1 (Forming)	Evolving Culture Maturity Level 2 (Storming)	Performing Culture Maturity Level 3 (Norming)	High Performing Culture Maturity Level 4 (Performing)
Leadership	top-down hierarchical annual reviews fights fires power from position	gains buy-in begins to engage people thinks strategically	engages people sees overall picture delegates – collaborative leadership forms effective teams – power comes from teams	power from team people oriented fully engaged servant Leadership – consensus building reviews staff as needed
People	work to make a living strategic direction of organization is seldom known follow directions people skills not as valuable as technical and business knowledge	work is emotionally rewarding occasionally involved in strategic direction involved in decision-making people skills valuable, but mostly in training for HR	people skills are viewed as valuable – those outside of HR are trained work is rewarding – people know why they come to work engaged in strategic direction-setting	people skills are on par with technical and business skills work is engaging, rewarding, and work-life balance is attained fully engaged in strategic direction-setting and decision-making
Collaboration	people look to leadership for guidance groups search for purpose common goal non-existent	looks to leadership to make a difference groups not always sure of who controls direction some “collaboration” tools are used to work together	people support each other open communication differences are ideological not personal collaboration tools are used effectively	people commit and take responsibility open communication healthy conflict – trust exists focus on common goals authentic collaboration exists
Meetings	“reinvent the wheel” each time viewed as waste of time and unproductive	beginnings of standard templates standards for agendas and norms some degree of productivity	meetings are standardized all meetings have effective agendas and norms participants look forward to productive meetings have appropriate tools for both face-to-face and virtual meetings	meeting facilitation is the norm time is highly productive the entire organization is engaged in decisions through meetings
Projects	frequently miss benefits, time, and/or budget struggle with methods poor relations between stakeholders project manager is responsible	follow consistent methods project managers are trained in “how to” run projects engage all stakeholders more adaptive to changes teams are more responsible	standardized methods used stakeholders engaged in decision-making project managers are trained in “how to” and “why” to run projects effective collaboration exists responsibility is shared	methods are standard and project managers fully understand them – how and why projects are flexible full collaboration between all stakeholders projects complete on time and in budget
Change	change is resisted organization struggles with how to handle change	change is accepted – acceptance is tolerated organization follows a change management philosophy	change is expected acceptance is expected change management is standard	full agility – anticipated and embraced change is embraced change management is constant and embraced

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