Benchmarking the practices of flexibility with maturity models and frameworks of organizational capabilities

Abstract

PurposeOrganizational capabilities are crucial to achieve the objectives. A plethora of maturity models is available to guide organizational capabilities that create a perplexing situation about what stuff to improve and what to leave. Therefore, a unified maturity model addressing a wide range of capabilities is a necessity. This paper establishes that a flexibility maturity model is an unified model containing the operational, strategic and human capabilities.Design/methodology/approachThis paper does a comparative analysis/benchmarking studies of different maturity models/frameworks widely used in the information technology (IT) sector with respect to the flexibility maturity model to establish its comprehensiveness and application in the organization to handle multiple goals.FindingsThis study confirms that the flexibility maturity model has the crucial elements of all the maturity models. If the organizations use the flexibility maturity model, they can avoid the burden of complying with multiple ones and become objective-driven rather than compliance-driven.Research limitations/implicationsThe maturity models used in information technology sectors are used. This work will inspire other maturity models to adopt flexibility phenomena.Practical implicationsThe comparative analysis will give confidence in application of flexibility framework. The business environment and strategic options across organizations are inherently different that the flexibility maturity model well handles.Social implicationsA choice is put to an organization to see the comparison tables produced in this paper and choose the right framework according to the prevailing business situation.Originality/valueThis is the first study that makes a conclusion based on comparative benchmarking of existing maturity models.

Assessment of the mediating effect of benchmarking workspace usage on portfolio optimization and client satisfaction: Indian information technology companies

“…, 2019). However, the trends of environmental, social, and governance (ESG) policies over recent years have driven a stronger alignment of workspace management with workspace client (stakeholder) satisfaction (Shukla and Sushil, 2022). These ESG initiatives have caused companies to become aware of the strategic value of client satisfaction delivered by best-in-class (grade A) office buildings.…”

“…Supporting this argument our KPIs were built around a core theme (impact of workspace usability-based benchmarking measures) to provide directions for managing portfolio along with client satisfaction. Benchmarking using BSC was proved effective when investigated with a value-added management model that has been developed to measure the value-creation of KPIs on workplace performance (Shukla and Sushil, 2022). This benchmarking process model includes six steps that were adopted from the well-known Deming cycle: evaluate-plan-do-check-act-strategize.…”

“…Studies suggest that the theory of a BSC in relation to the benchmarking acceptance rate for corporate performance measurement is widely discussed in the literature (Shukla and Sushil, 2022; Kütz, 2022; Palaniappan et al. , 2021; Bhattacharyya and Nair, 2019; Voordt and Jensen, 2018; Abatecola and Cafferata, 2014).…”

“…, 2021). Many researchers (Shukla and Sushil, 2022) emphasized that the metrics primarily connected to the workspace efficiency, i.e. optimal use of resources of an organization by the clients should measure the usability of the workspace by the client.…”

“…In this 21st century, adopting the best practices for the usage of the workspace requires aligning the need of the occupier with the company's strategic goals (Palaniappan et al, 2021). Many researchers (Shukla and Sushil, 2022) emphasized that the metrics primarily connected to the workspace efficiency, i.e. optimal use of resources of an organization by the clients should measure the usability of the workspace by the client.…”