Hack:
CMMI or Corporate Management Maturity Index
Olivier - it's an interesting notion to apply a metric to illuminate a need to evolve a management model. I could see many organizations benefiting if the diagnostic and 'You-Are-Here" output could be developed into a credible standard. A couple of thoughts:
1. Why do you think we don't already track the maturity of the average organization's management model? In other words, what untested assumption or belief is behind the lack of effort here? Do managers, as human beings, simply believe they are present at the highest possible level of capability, or do we just inherit a model without examining it, like the proverbial fish and its water? This might be useful in mobilizing effort around the diagnostic you propose.
2. Diagnosis comes upstream of treatment, so to be of value there would need to be some way to map symptoms of relative immaturity to better paradigms, or at least further inquiry. Can you elaborate on how the diagnostic would clarify the treatment?
Thanks for the contribution.
Jeremy
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Thanks for your feedback.
To your point #1, I'm not aware of any "Management model" that corporations may use and whose maturity could be assessed as a result. When I first saw the MIX, I had the idea that the moonshots could provide a basis to assess Management maturity in multiple dimensions as they are described in the moonshots. The untested assumption or belief as you called it is that any organization as a human being construction is imperfect and can be improved. In order to improve, you need to assess where you are (Current state) and define where you would like to be (Desired state). In order to assess the current state, a Corporate Management Maturity Model as I called it (CMMI) could be of tremendous help. The other untested assumption or belief is that Managers should be ready to apply to themselves and their own practice what they expect from their employees and their organizations. By showing that they are committed to improve their own practice, they are conveying a key message to the organization that nobody is perfect but everybody is committed to improve and it starts from the very top, senior management is showing the way.
To your point #2, you are spot on, diagnosis comes before treatment. As I eluded to above, the assessment would be used to define the "current state" in order to build a "close the gap" plan with the "desired state". My proposal is to base the assessment on the 25 management moonshots. Just a little correction, as problem solvers, we don't want to overly focus on symptoms, we want to address the root causes of why there is a gap between what management maturity has been assessed to be and what people would like it to be.
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