Business Process Maturity

Looy, Amy Van

doi:10.1007/978-3-319-04202-2

Cited by 41 publications

(19 citation statements)

References 54 publications

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“…MMs represent theories about how organizations evolve in a stage-by-stage manner along an anticipated, desired or logical path (Röglinger et al , 2012). MMs are, therefore, adequate for complex topics because the sequence of levels and their requirements, tracing multiple objectives and practices, can gradually lead the company through an improvement process (Wendler, 2012; Van Looy et al , 2014; Machado et al , 2017). In particular, MMs may have three different purposes (de Bruin et al , 2005): descriptive (diagnostic tools to assess the current capabilities of a company), prescriptive (identify desirable maturity levels and provide guidelines and improvement measures) and comparative (internal or external benchmarking).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A maturity model for the servitization of product-centric companies

Adrodegari

Saccani

2020

JMTM

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PurposeThe purpose of this paper is to contribute to the understanding of the servitization phenomenon of product-centric companies, by identifying the resources, capabilities and organizational aspects needed to successfully deploy a servitized business model (BM).Design/methodology/approachBy adopting a literature-based approach, this paper develops a servitization maturity model (SeMM) aimed at assessing and positioning companies in the servitization journey. The paper also illustrates the model application to two small and medium-sized enterprises (SMEs), a machinery and a forklift truck company.FindingsThe SeMM identifies a set of 85 critical requirements that are used to evaluate the servitization level of product-centric companies, through a specific five-stage measurement scale. The requirements are categorized into: five maturity dimensions (organizational approach, process management, performance management, tools, capabilities) and nine BM Canvas components. The empirical application exemplifies how the SeMM can support managers in identifying and bridging the gaps in their servitization journey.Originality/valueThe SeMM adopts an original bi-dimensional approach and provides an operationalization of the servitization process through the identification of specific critical requirements framed on established BM and maturity dimensions taken from the literature. Moreover, the model responds to a call for research to develop practitioner-oriented tools and guidelines to support the servitization process, in particular for SMEs, and to the need to go beyond to measures of servitization based on indicators about number of services offered or their turnover.

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Section: Theoretical Backgroundmentioning

confidence: 99%

A maturity model for the servitization of product-centric companies

Adrodegari

Saccani

2020

JMTM

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“…In a follow-up study [30], the authors add further design elements to their comparative framework by conducting a content analysis of 69 maturity models, and transform the identified 14 design elements into a questionnaire that practitioners can use to find the maturity model that best fits their needs. The book authored by Van Looy [31] also provides a comprehensive overview of the framework and the 69 maturity models. The study provides contributions to the literature through extensive reviews and comparisons of existing BPMMs, including their structural characteristics and points of focus, such as assessment and improvement.…”

Section: Related Workmentioning

confidence: 99%

Business process maturity models: A systematic literature review

Tarhan

Türetken

Reijers

2016

Information and Software Technology

238

173

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DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers. Link to publication General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal. If the publication is distributed under the terms of Article 25fa of the Dutch Copyright Act, indicated by the "Taverne" license above, please follow below link for the End User Agreement:

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“…It implies [34] an evolutionary progress in the demonstration of a specific ability or a maturity factor, such as people/culture, processes/structures, and objects/technology. MMs represent tools for systematically assessing and improving capabilities or critical factors for reaching goals [35]. An MM includes a sequence of levels that form an anticipated, desired, or logical path from an initial state to maturity.…”

Section: Maturity As Concept and The Organizational Entities To Whichmentioning

confidence: 99%

Seeing the Immaterial: A New Instrument for Evaluating Integrated Management Systems’ Maturity

et al. 2017

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Integrated management systems (IMSs) can already be considered a proven tool to help companies cope with the challenges associated with staying competitive in the face of dynamic stakeholder requirements. The present paper proposes a new instrument designed to evaluate and communicate the maturity achieved by an integrated management system (IMS) for responding properly to the requirements of its reference standards in a consolidated manner. The approach mainly aims to highlight the level of integration achieved on common requirements of the component standards and to determine the extent to which they work together as a whole. At the same time, it is useful to identify the needs for improvement in the system as a whole or in its sub-systems. The proposed methodology uses the transmutation in the RGB color space (red-green-blue) of the process audits' results achieved under each standard, followed by the analysis of the IMS characteristics, with tools specific to the color space, based on the affinities between the two domains. To sustain the thoroughness of this approach, a case study of an integrated system for an industrial company is presented, analyzing the situation from two different evolution stages of the IMS. The approach is presented as a proof-of-concept, without large scale validation.

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Business Process Maturity

Cited by 41 publications

References 54 publications

A maturity model for the servitization of product-centric companies

A maturity model for the servitization of product-centric companies

Business process maturity models: A systematic literature review

Seeing the Immaterial: A New Instrument for Evaluating Integrated Management Systems’ Maturity

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