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| The Process Audit - using an Enterprise Maturity Model |
April 16th 2007 |
In this HBR article, Michael Hammer introduces us to the Process and Enterprise Maturity Model (PEMM) as a means by which organisations can begin to understand the robustness, performance, and sustainability of their business processes. The model is based on five 'process enablers' (Design, Performers, Owner, Infrastructure, and Metrics) and four 'enterprise capabilities' (Leadership, Culture, Expertise, and Governance). As any good maturity model it not only provides a status review; it also guides executives as to the areas to focus on to increase maturity/performance so "...there is a path to becoming a process enterprise...". The PEMM strikes me as a cross between a conventional maturity model and a more complex Business Excellence Framework (BEF). Its strength lies in its objectivity and ease of application coupled with its enabler/capability structure based on actual industry experience. It relies on an organisation having an overall model of their processes though it is not specific to any particular process
The full article by Michael Hammer appeared in the April 2007 edition of the Harvard Business Review (HBR) pp.111-123. In both my business and consulting roles I have developed and successfully applied similar models and am happy to see that such models of evaluation (so called 'maturity models') are gaining momentum. There is an issue, however, with the proliferation of so many versions of them but this article gives a good insight into a process review framework - one founded on empirical evidence giving one confidence that they work. Such evaluation methods have been part of my process repertoire for many years. If you would like to develop and/or apply such a review framework for your organisation then please contact me to discuss how I could help.
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