Maturity In Business Management Models

Maturity in business management models

Introduction

The management and improvement of business processes are a central task of organizational design. That is why maturity models are receiving special attention and expose a marked growth in academic interest (Röglinger). Maturity has been studied from the point of view of quality management systems, programs of excellence and from the concept of Bussiness Process Managment. In Trkman BPM is defined as all the efforts of an organization to continually analyze and improve fundamental activities, such as manufacturing, marketing, communications and other important elements of the company’s operations. 

Developing

In recent years, attention to business processes has increased and organizations are working on the implementation of actions to improve them. However, its development is gradual giving rise then, to this notion of maturity as a measure to indicate how excellent the performance of a business process is. In general, a maturity model is a tool to evaluate and improve skills, capacities and competences (Moradi Moghadam).

In addition, Tarhan concludes that the current state of the research on the maturity of organizations is in their early stages, and academic literature lacks methodical applications of many models that have been proposed. In Squeaira it is pointed out that the basic concept behind the word maturity is that mature organizations carry out their activities based on systematized processes and documented methods, while immature processes and methods vary according to the individuals who perform the tasks.

Therefore, taking into account that in mature organizations the data is collected and used in order to analyze the control, forecast and planning performance, these organizations reach their quality, time and cost objectives in a waycoherent and effective. On the other hand, often immature organizations do not reach their objectives, the quality achieved is not what they expected, the deadlines are higher than the planned and the costs exceed the budgeted.

For Duffy the value of a maturity model lies in its use as a tool for analysis and positioning, since it seeks to help organizations recognize when and why they must advance, providing them with a vision of the measures that must be adopted. According to Lahti, the term maturity translates the development of an initial stage to a final stage in which there is an evolution of intermediate stage processes, to full maturity. 

When applied in the context of business processes, achieving maturity means achieving a level of excellence and continuous improvement in order to maintain the alignment of market dynamics, especially as a result of technological evolution and the expansion of the mediaCommunication.

conclusion

In a complex and dynamic environment like the current one, SMEs must be involved in a process of improving their management systems to support business development through the availability of relevant information, which allows developing proactive management (Röglinger). In this context, the objective of this work is to evaluate the maturity of the management system of three SME companies, selected as a case study, and propose potential actions that allow reaching successive states of maturity.