Tag Archives: capability

Random thoughts – keeping you on your toes

Organizational Maturity

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There are many models and much consulting provided around an organizations capability and maturity.  My favorite framework for an insttitutional capability / maturity model is based on the following concept.

The level of maturity (see definition) is assessed and then coupled with the organizations capability (see definition)

 The overall capability / maturity rating depends on the assesment of both these factors and could be low even if maturity was high but capability was low (or vice-versa)

Maturity and Capability Definitions

Maturity – degree of formality and optimization of of the organizations processes.   This can range from largely ad hoc practices (no maturity) , to formally defined steps (low maturity), to managed result metrics (medium)to active optimization of the processes (high).

Capability – the consistency of execution and quality of the result is based on defined measures. These can range from following the process occassionally making it up as you go along (low, sporadic capability),  to one hundred percent uniformity in both practices and results (high capability) proven by real artifacts.

The Maturity Trap

Some organizations have well defined processe and practices which are largely ignored by the organizations human resources as they go about performing their roles each day.

The organizations stated goals (it’s reason for existing ) might be achieved  – or might not and this success or failure is largely “figured out” as time goes by.

This might be an organization with some maturity, but capability (do you perform?) could be sorely lacking.

In a truely capable -mature organization his would not be the case.  Outcomes can always  be accurately predicted in a highly mature /capable organization .  That is in fact, a key defining attribute of such organizations.

In short, a highly capable and mature organization will have clearly documented, well defined processes together with “artifacts” to prove they were executed and the expected results achieved.

In essence they ,say what they do and prove they did what they said.

Random thoughts – keeping you on your toes

Experience Matters

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I had an interesting discussion today which touched on the topic of experience.  Education, personal skills/ ability and your experience make up your capability quotient.

Experience Required

Doctors, lawyers, plumbers, painters heavy equipment operators, pilots are professions that all require both education and experience  before you are deemed a professional that can stand alone.

Accountants often require three years of apprenticeship experience before being certified so these experience period can cover a significant time frame.

A Japanese sushi chef studies for up to eight years before being certified to prepare poison blowfish (fugu fish).  The certification process is quite stringent, you need to prepare and eat a fugu – if you live you pass.

Why Internships

It’s clear (based on experience) that in order to do many jobs safely you not only need to know how (training) and have the personal ability (skill) but to do it right some experience is critical.

The higher the risk associated with errors in execution (e.g., airline pilot) the greater the experience requirement before turning someone loose on their own.

Leadership and Experience

Good effective leadership requires training, skill and experience.  This goes against the argument that leaders are born.  Some aspects and underpinnings of leadership skills can be inherited but training and experience cannot.

Does this mean I cannot be a great leader without experience; my opinion is definately yes.  Can I be a leader without experience, of course but great leaders are experienced.

That is you are not born into it, you must develop the capabilities over time.