Videos by declan kavanagh
A short overview of how to Assess your Organisation, Team or Digital Business using an on-line no... more A short overview of how to Assess your Organisation, Team or Digital Business using an on-line normative maturity scale underpinned by Dynamic Systems Maturity Theory. A practical approach for the application of Dynamic Systems Maturity Theory to simplify the compl... more A practical approach for the application of Dynamic Systems Maturity Theory to simplify the complexity or Organisation Systems and eco-systems underpinned by stong organisation science ๐๐ฟ๐ถ๐๐ถ๐ฐ๐ฎ๐น ๐ฆ๐๐ฐ๐ฐ๐ฒ๐๐ ๐๐ฎ๐ฐ๐๐ผ๐ฟ๐ ๐ณ๐ผ๐ฟ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป, ๐๐ต๐ฎ๐ป๐ด๐ฒ ๐ผ๐ฟ ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ are much more... more ๐๐ฟ๐ถ๐๐ถ๐ฐ๐ฎ๐น ๐ฆ๐๐ฐ๐ฐ๐ฒ๐๐ ๐๐ฎ๐ฐ๐๐ผ๐ฟ๐ ๐ณ๐ผ๐ฟ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป, ๐๐ต๐ฎ๐ป๐ด๐ฒ ๐ผ๐ฟ ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ are much more than just technology changes. Countless reports from analysts indicate the need to look at the whole of the Business and Organisation, and build Digital Capabilities across the business.
Those Organisations who achieve Digital Capability Maturity Level 5 (Advantage) on a 7-Level normative scale achieve above industry average returns and growth.
Before committing time and money to a program, its essential to establish the current Digital Capabilities across the organisation and align building new or improved maturities that support the business aims for the transformation in the change program. 6 views
Papers by declan kavanagh
www.orgcmf.com, 2024
A guide to Maturity Assessment Design, Configuration & Management of Organizations or Teams. base... more A guide to Maturity Assessment Design, Configuration & Management of Organizations or Teams. based on Unitary Developmental Theory. Leveraging a simple and easy to use on-line Assessment & Reporting Digital Platform and one of four published Reference Models 1) Organization Maturity Index 2)Team Maturity Index 3)Digital Maturity Index 4)Collaboration Maturity Index and using a Normative Scientific Maturity Scale (OrgCMFโข).
www.orgcmf.com, 2024
This reference model specifically addresses guiding an organisation in achieving high performing ... more This reference model specifically addresses guiding an organisation in achieving high performing collaborative practices, and adoption of collaborative technologies to facilitate attaining โLeadershipโ Levels across multiple domains, within and across organizations.
Routledge, 2023
UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney-a Psychologist and Or... more UDT is a meta-theory of Developmental Learning created by Dr. Myles Sweeney-a Psychologist and Organization-Development (OD) practitioner with some experience of Regional Development. Two initial volumes were published through Routledge (Sweeney 2023a and 2023b, re. Psychology and OD resp.). However, it is equally valid for people and organizations, as well as societies and economies, and books re. the latter are in progress. Each are defined, for developmental purposes, as micro-, meso-and macro socioeconomic systems-or more specifically, human systems functioning through socioeconomic capabilities.
This 20 year research project that led to UDT explains how human systems Function, Learn and Develop: How they can Fail? and, guidance on Remediation action that is calibrated to assure sustainable traction and improvement.
Particular emphasis is initially on Organizations and Teams with the application of the theory through accepted and proven Capability Maturity Models. In this Case Specifically The Organization Capability Maturity Framework and its three reference models and on-line self-assessment and guidance tools. The Reference Models are 1. The Organization Maturity Index, 2. The Team Maturity Index, and 3. The Digital Maturity Index.
www.orgcmf.com, 2024
The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCM... more The OMI is one of 3 Reference Models within the Organization Capability Maturity Framework (OrgCMF). OrgCMF is underpinned by Unitary Developmental Theory which is recent insights into how human systems learn, develop, fail and can be remediated. The OMI identified all 15 Dynamic Capabilities and their 87 underpinning Construct Capabilities and their habituated levels plus developmental roadmaps. It allows Assessment of any organization, organization unit, or Capability and provides calibrated action guidance that assures sustainable traction and prevents change failure.
www.orgcmf.com
A short abstract of visual representations of the continuum of AI and in the context of the Organ... more A short abstract of visual representations of the continuum of AI and in the context of the Organizations functioning level their readiness to adopt some level of AI. The key message unless the Organizations or Teams maturity level is at a more advanced level eg level 5 or a above on a 7-level normative scale then sophisticated application of AI will have less than optimal outcomes when applied to key business and operating functions.
www.orgcmf.com, 2023
Edition 2 is updated to reflect the recently published updated management science which underpins... more Edition 2 is updated to reflect the recently published updated management science which underpins some of the Models used: Unitary Developmental Theory (Routledge 2022)
This book is my attempt to demystify Digital and Digital Transformation, and make clearer the nature and language of Digital Transformation, Transition and Change, for both technical and non-technical people. In addition, provide some hints, tips, methods and tools that bring greater assurance that any investment in technology will achieve the desired business outcomes.
Remember Digital (Technology) Change & Transformation must be driven by the Business, Organisation, Customer and User needs, with a view to achieving some related defined aims and objectives that relate to Value. It is significantly facilitated by Technology & Technology Professionals.
If the book can achieve closer alignment, communications and collaboration between business and technology entities, and professionals, and improved Digital Transformation and Change outcomes, it will have achieved something of merit.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ญ: ๐๐ป๐๐ฟ๐ผ๐ฑ๐๐ฐ๐๐ถ๐ผ๐ป
In this chapter the Purpose and Context of Digital Transformation and Change are introduced along with introducing the Author and Research Contributors.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฎ: ๐ข๐๐ฒ๐ฟ๐๐ถ๐ฒ๐ ๐ผ๐ณ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป & ๐๐ต๐ฎ๐ป๐ด๐ฒ
In this chapter, the nature of Digital Change is presented covering the main Challenges, Opportunities and Capability Building.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฏ: ๐ง๐ฒ๐ฐ๐ต๐ป๐ผ๐น๐ผ๐ด๐ถ๐ฒ๐ & ๐๐๐๐ ๐๐ผ๐ฟ๐ฑ๐
In this chapter the language of Digital Transformation is presented along with a simple explanation of all the main Technologies, Services & Buzzwords.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฐ: ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ๐บ๐ฒ๐ป๐
In this chapter the relevance and importance of Capability Maturity Development in Digital Transformation is explained and Digital Capability Maturity Frameworks introduced.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฑ: ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐๐ป๐ฑ๐ฒ๐
In this chapter the Body of Knowledge and Capability Development paths are fully presented in detail for the six Digital Macro Capabilities (Dynamics)
โข Digital Strategy (Value Planning)
โข Digital Workplace (Value Creation)
โข Digital Offerings (Value Proposition)
โข Digital Operating Model (Value Structure)
โข Digital Customer Intimacy (Value Source)
โข Digital Technology (Value Enabler)
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฒ: ๐๐๐๐ฒ๐๐๐ถ๐ป๐ด ๐ฅ๐ฒ๐ฎ๐ฑ๐ถ๐ป๐ฒ๐๐ & ๐ฃ๐ฟ๐ผ๐ด๐ฟ๐ฒ๐๐ ๐ผ๐ป ๐๐ต๐ฒ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ผ๐๐ฟ๐ป๐ฒ๐
In this Chapter a process for Assessment and Measurement of an Organisation's or Team's Digital Capability Maturity is introduced and explained.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ณ: ๐ ๐ฒ๐๐ต๐ผ๐ฑ๐ผ๐น๐ผ๐ด๐ (๐๐ฝ๐ฝ๐ฟ๐ผ๐ฎ๐ฐ๐ต) ๐ณ๐ผ๐ฟ ๐๐ฒ๐ฎ๐ฑ๐ถ๐ป๐ด ๐ฎ๐ป๐ฑ ๐ ๐ฎ๐ป๐ฎ๐ด๐ถ๐ป๐ด ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ต๐ฎ๐ป๐ด๐ฒ
In this chapters the steps and stages to effectively and successfully manage Digital Transformation & Change are introduced and explained.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ด: ๐๐น๐ผ๐๐๐ฎ๐ฟ๐
In this chapter there is a glossary of terminology for Transformation, Change and Improvement
www.orgcmf.com, 2021
Chapter 1 Prologue
In this chapter the Purpose and Context of Digital Transformation and Change a... more Chapter 1 Prologue
In this chapter the Purpose and Context of Digital Transformation and Change are introduced along with introducing the Author and Research Contributors.
Chapter 2 Overview of Digital Transformation & Change
In this chapter, the nature of Digital Change is presented covering the main Challenges, Opportunities and Capability Building.
Chapter 3 Technologies & Buzz words
In this chapter the language of Digital Transformation is presented along with a simple explanation of all the main Technologies, Services & Buzzwords.
Chapter 4 Capability Maturity Management
In this chapter the relevance and importance of Capability Maturity Development in Digital Transformation is explained and Digital Capability Maturity Frameworks introduced.
Chapter 5 Digital Maturity Index
In this chapter the Body of Knowledge and Capability Development paths are fully presented in detail for the six Digital Macro Capabilities (Dynamics)
Digital Strategy (Value Planning)
Digital Workplace (Value Creation)
Digital Offerings (Value Proposition)
Digital Operating Model (Value Structure)
Digital Customer Intimacy (Value Source)
Digital Technology (Value Enabler)
Chapter 6 Assessing Readiness & Progress on the Digital Journey
In this Chapter a process for Assessment and Measurement of an Organisation's or Team's Digital Capability Maturity is introduced and explained.
Chapter 7 - Methodology (Approach) for Leading and Managing Digital Change
In this chapters the steps and stages to effectively and successfully manage Digital Transformation & Change are introduced and explained.
Chapter 8 - Glossary
In this chapter there is a glossary of terminology for Transformation, Change and Improvement
www.orgcmf.com, 2022
Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Developmen... more Unitary Developmental Theory (UDT) is a break-through Theory and Model of Human System Development and Behaviour. Based on over 15 years academic and operational research it enhances our understanding of how human systems function, learn and develop. The UDT Theory & Model is equally applicable to three main domains below and related research has been published by Routledge 2022. UDT was preceded by Dynamic Systems Maturity Theory (DSMT) & Models which still hold valid and reflects retitling of DSMT
The Person as a Human System
is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery.
The Organization as a Human System
is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development.
Societies as a Human Systems
include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies.
The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital)
www.orgcmf.com, 2022
More recent Models & Theories have captured research and learning as to why change initiatives of... more More recent Models & Theories have captured research and learning as to why change initiatives often fail (70%+) to achieve their original objectives. These models are more sophisticated than traditional models and help Leaders, Managers and Team members navigate transformation, change and improvement in a more dynamic and VUCA environment. Dynamic Systems Maturity Theory is one such Model that integrates not just a set of rules to guide change and development, but also in the process building Change Capability (Agility).
www.orgcmf.com, 2021
Since the advent of the first computer, tensions existed between the technologists (IT Function) ... more Since the advent of the first computer, tensions existed between the technologists (IT Function) and the users (Business Functions). 60+ years on since the start of modern computing, and despite advances in management, methodologies, awareness and knowledge we still hear that a priority for executives is โ๐๐ผ ๐ด๐ฒ๐ ๐ฏ๐ฒ๐๐๐ฒ๐ฟ ๐ฎ๐น๐ถ๐ด๐ป๐บ๐ฒ๐ป๐ ๐ฏ๐ฒ๐๐๐ฒ๐ฒ๐ป ๐๐ง & ๐๐ต๐ฒ ๐๐๐๐ถ๐ป๐ฒ๐๐โ.
In todays Digital World with continued rapid advances in technology and its application, and greater ability for Individuals and Teams to adopt new an emerging technology, whether technologist or business users, we need to take a more holistic approach to ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ.
๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป, ๐๐ต๐ฎ๐ป๐ด๐ฒ ๐ฎ๐ป๐ฑ ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐๐ are driven by the business and facilitated by the technologies and technologists. Viewed as an Organisation Development initiative and managed accordingly, there is an enhanced likelihood of successful outcomes and ROI.
Research indicates that those organisations who understand and build ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ถ๐ฒ๐ ๐ฎ๐ฐ๐ฟ๐ผ๐๐ ๐ฒ๐๐ฒ๐ฟ๐ ๐ณ๐๐ป๐ฐ๐๐ถ๐ผ๐ป in the organisation achieve more positive engagement with their customers and markets, enhanced competitive advantage for their products and services, improved staff and stakeholder engagement and satisfaction.
The technologists have developed and used Capability Maturity Models such as CMMI, IT-CMF, COBIT etc to help improve their management of technology and performance. But now both the business and technologists can access a ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐ ๐ผ๐ฑ๐ฒ๐น which is underpinned by Management and Engineering Science, and covers every important Digital Business Capability in a single model. This allows the Business Users and Technologists collaborate and align to ensure successful ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป & ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ ๐ข๐๐๐ฐ๐ผ๐บ๐ฒ๐.
https://bit.ly/digitalcapabilitymaturity
www.orgcmf.com, 2021
Organizational Resilience is seen as important by both Leaders and Organizational Scientists alik... more Organizational Resilience is seen as important by both Leaders and Organizational Scientists alike, in terms of planning and preparing for disruption, as well as building capacity to withstand market, system & ecosystem shocks.
Dynamic Systems Maturity Theory (DSMT) defines the level of an organisationโs Resilience in terms of the increasing capacity to learn constructively, to cope better with all types of increasingly challenging and complex experiences.
Existing approaches and models are weak when it comes to any sort of measurement of Resilience, either suggesting complex formulae with little value for management & professionals, or to treat Resilience as a relative concept, so itโs either โbetter or worseโ than the base line position. Add to this the fact that the ISO Standard is only a set of โPrincipals & Attributesโ, then Leaders, Managers & Professionals are left in a vacuum as regards a โResilienceโ measurement scale, and related framework to continuously build intrinsic and sustainable Resilience, and they run the risk of deferring to โCut & Pasteโ of โBest Practiceโ without reference to the learning level and learning capacity of their organisationโs system.
Dynamic Systems Maturity Theory encompasses all of the features associated with not only Resilience but also closely related โAgilityโ, and it provides a single normative developmental framework & process ,that allows Managers & Leaders measure their Organisation systems existing Maturity Level, which determines its existing level of Resilience & Agility, and provides calibrated guidance for building Maturity of each of the Organisations Systemโs Elements though their individual Maturity Building Roadmaps.
The whole approach is operationalised on-line for Leaders, Managers & Professionals through the Organisation Capability Maturity Framework (OrgCMFโข) Reference Models, Bodies of Knowledge & Maturity Assessment Tools (www.orgcmf.com).
No other Model or approach except DSMT has such theoretical depth that it applies equally validly, as peer-reviewed, for people, organizations and economies.
A recent 2021 Global Study by ODTI in partnership with researchers from the University of Groningen used the OrgCMFโข diagnostics and found that organizations exhibiting the functionality of the 3 higher Maturity Levels of its 7-Level Model, reported higher Resilience expressed as sustained or improved performance through the Pandemic crisis, while those exhibiting lower-Level functionality deteriorated. In other words, โOrganisation/Business Resilience in times of Disruption is both Predictable & Actionable through OrgCMFโข.โ
www.orgcmf.com, 2021
Latest Research, Publications, Industry News and Global Resilience Study Content.
www.orgcmf.com, 2021
โResilience is the ability of an organization to anticipate, prepare for, respond and adapt to i... more โResilience is the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosperโ (Denyer, 2017, p.5).
A 2021 Global Study by ODTI with the University or Groningen (Masters) found that that โOrganisation/Business Resilience in times of Disruption is both Predictable & Actionable.โ
This Paper compliments the 2021 Study Report-Paper and elaborates the relationship between Resilience, Agility and Organisation Maturity based on Dynamic Systems Maturity Theory.
Introduction
Definitions
Management Science of Resilience
15 Levels of Resilience (Development Path)
Real-World Resilience Study Findings
Prior Research by Burnes, Hamel, Mc Kinsey and correlated by Sweeney
Intrinsic Organisation Resilience
A guide to building intrinsic Organisation Resilience:
www.orgcmf.com, 2021
Business & Organisations have had to deal with significant Volatility, Uncertainty, Complexity an... more Business & Organisations have had to deal with significant Volatility, Uncertainty, Complexity and Ambiguity (VUCA) since the emergence of the Covid-19 Pandemic early 2020, coupled with all the other dynamic environmental factors driving change (e.g. geo-political, Trade, Digital & Technology, Environment-Green etc). But how have they survived and performed during this period, and how ready are the for the next period from mid 2021 onwards. Could an organisation predict their resilience and perhaps be better prepared?
The Organisation Development Tools Institute (Ireland) in partnership with the University of Groningen (NL) Masters in Change Management Program conducted a Global Study over the period May/June 2021 with participants across most Sectors and at all management and professional levels in organisations.
The key findings are outlined in this Report:
"Global Survey finds that Organisation/Business Resilience in times of Disruption is both Predictable & Actionable"
The survey also confirmed the validity of the Organisation Learning & Development Process outlined in Dynamic Systems Maturity Theory.
www.orgcmf.com, 2021
Latest reseracch, news and developments relating to Business, Organisation, Team & Digital Transf... more Latest reseracch, news and developments relating to Business, Organisation, Team & Digital Transformation & Change for Q1 2021. Digital Transformation Pocketbook announced for April publishing.
www.orgcmf.com, 2021
Complementary & Unlimited Access to Leading Capability Maturity Model and on-line Maturity Assess... more Complementary & Unlimited Access to Leading Capability Maturity Model and on-line Maturity Assessment Builder and Tools for Academia. Based on Dynamic Systems Maturity Theory the Organisation Capability Maturity Framework has three Reference Models and Related Maturity Assessment Tools: The Organisation Maturity Index: The Team Maturity Index: The Digital Maturity Index. This New peer reviewed Body of Knowledge is now available to Academia to support studies, research porojects and related non-commercial activities.
www.orgcmf.com, 2020
Situational Leadership is a critical technique for any Leader while Scientific Organisation Capab... more Situational Leadership is a critical technique for any Leader while Scientific Organisation Capability Maturity Level indicates the habituated Culture and Leadership style and practice. Successful Organisation Change and Development requires calibrated actions to assure sustainable traction and the adoption of a situational leadership style appropriate to moving the organistion up a Maturity Level (Skipping levels leads to failure). The paper looks at how to combine Situational Leadership with Dynamic Systems Maturity Theory for better Transformation, Change & Improvement Outcomes in Organisations.
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Videos by declan kavanagh
Those Organisations who achieve Digital Capability Maturity Level 5 (Advantage) on a 7-Level normative scale achieve above industry average returns and growth.
Before committing time and money to a program, its essential to establish the current Digital Capabilities across the organisation and align building new or improved maturities that support the business aims for the transformation in the change program.
Papers by declan kavanagh
This 20 year research project that led to UDT explains how human systems Function, Learn and Develop: How they can Fail? and, guidance on Remediation action that is calibrated to assure sustainable traction and improvement.
Particular emphasis is initially on Organizations and Teams with the application of the theory through accepted and proven Capability Maturity Models. In this Case Specifically The Organization Capability Maturity Framework and its three reference models and on-line self-assessment and guidance tools. The Reference Models are 1. The Organization Maturity Index, 2. The Team Maturity Index, and 3. The Digital Maturity Index.
This book is my attempt to demystify Digital and Digital Transformation, and make clearer the nature and language of Digital Transformation, Transition and Change, for both technical and non-technical people. In addition, provide some hints, tips, methods and tools that bring greater assurance that any investment in technology will achieve the desired business outcomes.
Remember Digital (Technology) Change & Transformation must be driven by the Business, Organisation, Customer and User needs, with a view to achieving some related defined aims and objectives that relate to Value. It is significantly facilitated by Technology & Technology Professionals.
If the book can achieve closer alignment, communications and collaboration between business and technology entities, and professionals, and improved Digital Transformation and Change outcomes, it will have achieved something of merit.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ญ: ๐๐ป๐๐ฟ๐ผ๐ฑ๐๐ฐ๐๐ถ๐ผ๐ป
In this chapter the Purpose and Context of Digital Transformation and Change are introduced along with introducing the Author and Research Contributors.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฎ: ๐ข๐๐ฒ๐ฟ๐๐ถ๐ฒ๐ ๐ผ๐ณ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป & ๐๐ต๐ฎ๐ป๐ด๐ฒ
In this chapter, the nature of Digital Change is presented covering the main Challenges, Opportunities and Capability Building.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฏ: ๐ง๐ฒ๐ฐ๐ต๐ป๐ผ๐น๐ผ๐ด๐ถ๐ฒ๐ & ๐๐๐๐ ๐๐ผ๐ฟ๐ฑ๐
In this chapter the language of Digital Transformation is presented along with a simple explanation of all the main Technologies, Services & Buzzwords.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฐ: ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ๐บ๐ฒ๐ป๐
In this chapter the relevance and importance of Capability Maturity Development in Digital Transformation is explained and Digital Capability Maturity Frameworks introduced.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฑ: ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐๐ป๐ฑ๐ฒ๐
In this chapter the Body of Knowledge and Capability Development paths are fully presented in detail for the six Digital Macro Capabilities (Dynamics)
โข Digital Strategy (Value Planning)
โข Digital Workplace (Value Creation)
โข Digital Offerings (Value Proposition)
โข Digital Operating Model (Value Structure)
โข Digital Customer Intimacy (Value Source)
โข Digital Technology (Value Enabler)
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฒ: ๐๐๐๐ฒ๐๐๐ถ๐ป๐ด ๐ฅ๐ฒ๐ฎ๐ฑ๐ถ๐ป๐ฒ๐๐ & ๐ฃ๐ฟ๐ผ๐ด๐ฟ๐ฒ๐๐ ๐ผ๐ป ๐๐ต๐ฒ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ผ๐๐ฟ๐ป๐ฒ๐
In this Chapter a process for Assessment and Measurement of an Organisation's or Team's Digital Capability Maturity is introduced and explained.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ณ: ๐ ๐ฒ๐๐ต๐ผ๐ฑ๐ผ๐น๐ผ๐ด๐ (๐๐ฝ๐ฝ๐ฟ๐ผ๐ฎ๐ฐ๐ต) ๐ณ๐ผ๐ฟ ๐๐ฒ๐ฎ๐ฑ๐ถ๐ป๐ด ๐ฎ๐ป๐ฑ ๐ ๐ฎ๐ป๐ฎ๐ด๐ถ๐ป๐ด ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ต๐ฎ๐ป๐ด๐ฒ
In this chapters the steps and stages to effectively and successfully manage Digital Transformation & Change are introduced and explained.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ด: ๐๐น๐ผ๐๐๐ฎ๐ฟ๐
In this chapter there is a glossary of terminology for Transformation, Change and Improvement
In this chapter the Purpose and Context of Digital Transformation and Change are introduced along with introducing the Author and Research Contributors.
Chapter 2 Overview of Digital Transformation & Change
In this chapter, the nature of Digital Change is presented covering the main Challenges, Opportunities and Capability Building.
Chapter 3 Technologies & Buzz words
In this chapter the language of Digital Transformation is presented along with a simple explanation of all the main Technologies, Services & Buzzwords.
Chapter 4 Capability Maturity Management
In this chapter the relevance and importance of Capability Maturity Development in Digital Transformation is explained and Digital Capability Maturity Frameworks introduced.
Chapter 5 Digital Maturity Index
In this chapter the Body of Knowledge and Capability Development paths are fully presented in detail for the six Digital Macro Capabilities (Dynamics)
Digital Strategy (Value Planning)
Digital Workplace (Value Creation)
Digital Offerings (Value Proposition)
Digital Operating Model (Value Structure)
Digital Customer Intimacy (Value Source)
Digital Technology (Value Enabler)
Chapter 6 Assessing Readiness & Progress on the Digital Journey
In this Chapter a process for Assessment and Measurement of an Organisation's or Team's Digital Capability Maturity is introduced and explained.
Chapter 7 - Methodology (Approach) for Leading and Managing Digital Change
In this chapters the steps and stages to effectively and successfully manage Digital Transformation & Change are introduced and explained.
Chapter 8 - Glossary
In this chapter there is a glossary of terminology for Transformation, Change and Improvement
The Person as a Human System
is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery.
The Organization as a Human System
is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development.
Societies as a Human Systems
include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies.
The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital)
In todays Digital World with continued rapid advances in technology and its application, and greater ability for Individuals and Teams to adopt new an emerging technology, whether technologist or business users, we need to take a more holistic approach to ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ.
๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป, ๐๐ต๐ฎ๐ป๐ด๐ฒ ๐ฎ๐ป๐ฑ ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐๐ are driven by the business and facilitated by the technologies and technologists. Viewed as an Organisation Development initiative and managed accordingly, there is an enhanced likelihood of successful outcomes and ROI.
Research indicates that those organisations who understand and build ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ถ๐ฒ๐ ๐ฎ๐ฐ๐ฟ๐ผ๐๐ ๐ฒ๐๐ฒ๐ฟ๐ ๐ณ๐๐ป๐ฐ๐๐ถ๐ผ๐ป in the organisation achieve more positive engagement with their customers and markets, enhanced competitive advantage for their products and services, improved staff and stakeholder engagement and satisfaction.
The technologists have developed and used Capability Maturity Models such as CMMI, IT-CMF, COBIT etc to help improve their management of technology and performance. But now both the business and technologists can access a ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐ ๐ผ๐ฑ๐ฒ๐น which is underpinned by Management and Engineering Science, and covers every important Digital Business Capability in a single model. This allows the Business Users and Technologists collaborate and align to ensure successful ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป & ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ ๐ข๐๐๐ฐ๐ผ๐บ๐ฒ๐.
https://bit.ly/digitalcapabilitymaturity
Dynamic Systems Maturity Theory (DSMT) defines the level of an organisationโs Resilience in terms of the increasing capacity to learn constructively, to cope better with all types of increasingly challenging and complex experiences.
Existing approaches and models are weak when it comes to any sort of measurement of Resilience, either suggesting complex formulae with little value for management & professionals, or to treat Resilience as a relative concept, so itโs either โbetter or worseโ than the base line position. Add to this the fact that the ISO Standard is only a set of โPrincipals & Attributesโ, then Leaders, Managers & Professionals are left in a vacuum as regards a โResilienceโ measurement scale, and related framework to continuously build intrinsic and sustainable Resilience, and they run the risk of deferring to โCut & Pasteโ of โBest Practiceโ without reference to the learning level and learning capacity of their organisationโs system.
Dynamic Systems Maturity Theory encompasses all of the features associated with not only Resilience but also closely related โAgilityโ, and it provides a single normative developmental framework & process ,that allows Managers & Leaders measure their Organisation systems existing Maturity Level, which determines its existing level of Resilience & Agility, and provides calibrated guidance for building Maturity of each of the Organisations Systemโs Elements though their individual Maturity Building Roadmaps.
The whole approach is operationalised on-line for Leaders, Managers & Professionals through the Organisation Capability Maturity Framework (OrgCMFโข) Reference Models, Bodies of Knowledge & Maturity Assessment Tools (www.orgcmf.com).
No other Model or approach except DSMT has such theoretical depth that it applies equally validly, as peer-reviewed, for people, organizations and economies.
A recent 2021 Global Study by ODTI in partnership with researchers from the University of Groningen used the OrgCMFโข diagnostics and found that organizations exhibiting the functionality of the 3 higher Maturity Levels of its 7-Level Model, reported higher Resilience expressed as sustained or improved performance through the Pandemic crisis, while those exhibiting lower-Level functionality deteriorated. In other words, โOrganisation/Business Resilience in times of Disruption is both Predictable & Actionable through OrgCMFโข.โ
A 2021 Global Study by ODTI with the University or Groningen (Masters) found that that โOrganisation/Business Resilience in times of Disruption is both Predictable & Actionable.โ
This Paper compliments the 2021 Study Report-Paper and elaborates the relationship between Resilience, Agility and Organisation Maturity based on Dynamic Systems Maturity Theory.
Introduction
Definitions
Management Science of Resilience
15 Levels of Resilience (Development Path)
Real-World Resilience Study Findings
Prior Research by Burnes, Hamel, Mc Kinsey and correlated by Sweeney
Intrinsic Organisation Resilience
A guide to building intrinsic Organisation Resilience:
The Organisation Development Tools Institute (Ireland) in partnership with the University of Groningen (NL) Masters in Change Management Program conducted a Global Study over the period May/June 2021 with participants across most Sectors and at all management and professional levels in organisations.
The key findings are outlined in this Report:
"Global Survey finds that Organisation/Business Resilience in times of Disruption is both Predictable & Actionable"
The survey also confirmed the validity of the Organisation Learning & Development Process outlined in Dynamic Systems Maturity Theory.
Those Organisations who achieve Digital Capability Maturity Level 5 (Advantage) on a 7-Level normative scale achieve above industry average returns and growth.
Before committing time and money to a program, its essential to establish the current Digital Capabilities across the organisation and align building new or improved maturities that support the business aims for the transformation in the change program.
This 20 year research project that led to UDT explains how human systems Function, Learn and Develop: How they can Fail? and, guidance on Remediation action that is calibrated to assure sustainable traction and improvement.
Particular emphasis is initially on Organizations and Teams with the application of the theory through accepted and proven Capability Maturity Models. In this Case Specifically The Organization Capability Maturity Framework and its three reference models and on-line self-assessment and guidance tools. The Reference Models are 1. The Organization Maturity Index, 2. The Team Maturity Index, and 3. The Digital Maturity Index.
This book is my attempt to demystify Digital and Digital Transformation, and make clearer the nature and language of Digital Transformation, Transition and Change, for both technical and non-technical people. In addition, provide some hints, tips, methods and tools that bring greater assurance that any investment in technology will achieve the desired business outcomes.
Remember Digital (Technology) Change & Transformation must be driven by the Business, Organisation, Customer and User needs, with a view to achieving some related defined aims and objectives that relate to Value. It is significantly facilitated by Technology & Technology Professionals.
If the book can achieve closer alignment, communications and collaboration between business and technology entities, and professionals, and improved Digital Transformation and Change outcomes, it will have achieved something of merit.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ญ: ๐๐ป๐๐ฟ๐ผ๐ฑ๐๐ฐ๐๐ถ๐ผ๐ป
In this chapter the Purpose and Context of Digital Transformation and Change are introduced along with introducing the Author and Research Contributors.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฎ: ๐ข๐๐ฒ๐ฟ๐๐ถ๐ฒ๐ ๐ผ๐ณ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป & ๐๐ต๐ฎ๐ป๐ด๐ฒ
In this chapter, the nature of Digital Change is presented covering the main Challenges, Opportunities and Capability Building.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฏ: ๐ง๐ฒ๐ฐ๐ต๐ป๐ผ๐น๐ผ๐ด๐ถ๐ฒ๐ & ๐๐๐๐ ๐๐ผ๐ฟ๐ฑ๐
In this chapter the language of Digital Transformation is presented along with a simple explanation of all the main Technologies, Services & Buzzwords.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฐ: ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐ ๐ฎ๐ป๐ฎ๐ด๐ฒ๐บ๐ฒ๐ป๐
In this chapter the relevance and importance of Capability Maturity Development in Digital Transformation is explained and Digital Capability Maturity Frameworks introduced.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฑ: ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐๐ป๐ฑ๐ฒ๐
In this chapter the Body of Knowledge and Capability Development paths are fully presented in detail for the six Digital Macro Capabilities (Dynamics)
โข Digital Strategy (Value Planning)
โข Digital Workplace (Value Creation)
โข Digital Offerings (Value Proposition)
โข Digital Operating Model (Value Structure)
โข Digital Customer Intimacy (Value Source)
โข Digital Technology (Value Enabler)
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ฒ: ๐๐๐๐ฒ๐๐๐ถ๐ป๐ด ๐ฅ๐ฒ๐ฎ๐ฑ๐ถ๐ป๐ฒ๐๐ & ๐ฃ๐ฟ๐ผ๐ด๐ฟ๐ฒ๐๐ ๐ผ๐ป ๐๐ต๐ฒ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ผ๐๐ฟ๐ป๐ฒ๐
In this Chapter a process for Assessment and Measurement of an Organisation's or Team's Digital Capability Maturity is introduced and explained.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ณ: ๐ ๐ฒ๐๐ต๐ผ๐ฑ๐ผ๐น๐ผ๐ด๐ (๐๐ฝ๐ฝ๐ฟ๐ผ๐ฎ๐ฐ๐ต) ๐ณ๐ผ๐ฟ ๐๐ฒ๐ฎ๐ฑ๐ถ๐ป๐ด ๐ฎ๐ป๐ฑ ๐ ๐ฎ๐ป๐ฎ๐ด๐ถ๐ป๐ด ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ต๐ฎ๐ป๐ด๐ฒ
In this chapters the steps and stages to effectively and successfully manage Digital Transformation & Change are introduced and explained.
๐๐ต๐ฎ๐ฝ๐๐ฒ๐ฟ ๐ด: ๐๐น๐ผ๐๐๐ฎ๐ฟ๐
In this chapter there is a glossary of terminology for Transformation, Change and Improvement
In this chapter the Purpose and Context of Digital Transformation and Change are introduced along with introducing the Author and Research Contributors.
Chapter 2 Overview of Digital Transformation & Change
In this chapter, the nature of Digital Change is presented covering the main Challenges, Opportunities and Capability Building.
Chapter 3 Technologies & Buzz words
In this chapter the language of Digital Transformation is presented along with a simple explanation of all the main Technologies, Services & Buzzwords.
Chapter 4 Capability Maturity Management
In this chapter the relevance and importance of Capability Maturity Development in Digital Transformation is explained and Digital Capability Maturity Frameworks introduced.
Chapter 5 Digital Maturity Index
In this chapter the Body of Knowledge and Capability Development paths are fully presented in detail for the six Digital Macro Capabilities (Dynamics)
Digital Strategy (Value Planning)
Digital Workplace (Value Creation)
Digital Offerings (Value Proposition)
Digital Operating Model (Value Structure)
Digital Customer Intimacy (Value Source)
Digital Technology (Value Enabler)
Chapter 6 Assessing Readiness & Progress on the Digital Journey
In this Chapter a process for Assessment and Measurement of an Organisation's or Team's Digital Capability Maturity is introduced and explained.
Chapter 7 - Methodology (Approach) for Leading and Managing Digital Change
In this chapters the steps and stages to effectively and successfully manage Digital Transformation & Change are introduced and explained.
Chapter 8 - Glossary
In this chapter there is a glossary of terminology for Transformation, Change and Improvement
The Person as a Human System
is psychology viewed through the lens of systems theory and sees individuals as seeking homeostasis within their systems or groups. To create a system that works for all members, the expectations, needs, desires, and behaviors of each person within it must be considered. UDT provides a model for mental health and recovery.
The Organization as a Human System
is an important work that integrates knowledge, management and systems into a unified world of thinking and action in Organizations, decision-making and economics. It presents a modern synthesis of the fields of knowledge management, systems science and human organization. UDT provides a model for Organization health, change and development.
Societies as a Human Systems
include social, economic and institutional structures and processes. Related to industry, settlement and society, these systems are diverse and dynamic, expressed at the individual level through livelihoods. UDT provides a model for Understanding, planning and making fundamental change in societies.
The application of UDT in the world of organizations and teams is through the Organization Capability Maturity Framework and online assessment platform. It includes three Reference Models (Organization, Team & Digital)
In todays Digital World with continued rapid advances in technology and its application, and greater ability for Individuals and Teams to adopt new an emerging technology, whether technologist or business users, we need to take a more holistic approach to ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ.
๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป, ๐๐ต๐ฎ๐ป๐ด๐ฒ ๐ฎ๐ป๐ฑ ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐๐ are driven by the business and facilitated by the technologies and technologists. Viewed as an Organisation Development initiative and managed accordingly, there is an enhanced likelihood of successful outcomes and ROI.
Research indicates that those organisations who understand and build ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ถ๐ฒ๐ ๐ฎ๐ฐ๐ฟ๐ผ๐๐ ๐ฒ๐๐ฒ๐ฟ๐ ๐ณ๐๐ป๐ฐ๐๐ถ๐ผ๐ป in the organisation achieve more positive engagement with their customers and markets, enhanced competitive advantage for their products and services, improved staff and stakeholder engagement and satisfaction.
The technologists have developed and used Capability Maturity Models such as CMMI, IT-CMF, COBIT etc to help improve their management of technology and performance. But now both the business and technologists can access a ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐๐๐๐ถ๐ป๐ฒ๐๐ ๐๐ฎ๐ฝ๐ฎ๐ฏ๐ถ๐น๐ถ๐๐ ๐ ๐ฎ๐๐๐ฟ๐ถ๐๐ ๐ ๐ผ๐ฑ๐ฒ๐น which is underpinned by Management and Engineering Science, and covers every important Digital Business Capability in a single model. This allows the Business Users and Technologists collaborate and align to ensure successful ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ง๐ฟ๐ฎ๐ป๐๐ณ๐ผ๐ฟ๐บ๐ฎ๐๐ถ๐ผ๐ป & ๐๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐ ๐ข๐๐๐ฐ๐ผ๐บ๐ฒ๐.
https://bit.ly/digitalcapabilitymaturity
Dynamic Systems Maturity Theory (DSMT) defines the level of an organisationโs Resilience in terms of the increasing capacity to learn constructively, to cope better with all types of increasingly challenging and complex experiences.
Existing approaches and models are weak when it comes to any sort of measurement of Resilience, either suggesting complex formulae with little value for management & professionals, or to treat Resilience as a relative concept, so itโs either โbetter or worseโ than the base line position. Add to this the fact that the ISO Standard is only a set of โPrincipals & Attributesโ, then Leaders, Managers & Professionals are left in a vacuum as regards a โResilienceโ measurement scale, and related framework to continuously build intrinsic and sustainable Resilience, and they run the risk of deferring to โCut & Pasteโ of โBest Practiceโ without reference to the learning level and learning capacity of their organisationโs system.
Dynamic Systems Maturity Theory encompasses all of the features associated with not only Resilience but also closely related โAgilityโ, and it provides a single normative developmental framework & process ,that allows Managers & Leaders measure their Organisation systems existing Maturity Level, which determines its existing level of Resilience & Agility, and provides calibrated guidance for building Maturity of each of the Organisations Systemโs Elements though their individual Maturity Building Roadmaps.
The whole approach is operationalised on-line for Leaders, Managers & Professionals through the Organisation Capability Maturity Framework (OrgCMFโข) Reference Models, Bodies of Knowledge & Maturity Assessment Tools (www.orgcmf.com).
No other Model or approach except DSMT has such theoretical depth that it applies equally validly, as peer-reviewed, for people, organizations and economies.
A recent 2021 Global Study by ODTI in partnership with researchers from the University of Groningen used the OrgCMFโข diagnostics and found that organizations exhibiting the functionality of the 3 higher Maturity Levels of its 7-Level Model, reported higher Resilience expressed as sustained or improved performance through the Pandemic crisis, while those exhibiting lower-Level functionality deteriorated. In other words, โOrganisation/Business Resilience in times of Disruption is both Predictable & Actionable through OrgCMFโข.โ
A 2021 Global Study by ODTI with the University or Groningen (Masters) found that that โOrganisation/Business Resilience in times of Disruption is both Predictable & Actionable.โ
This Paper compliments the 2021 Study Report-Paper and elaborates the relationship between Resilience, Agility and Organisation Maturity based on Dynamic Systems Maturity Theory.
Introduction
Definitions
Management Science of Resilience
15 Levels of Resilience (Development Path)
Real-World Resilience Study Findings
Prior Research by Burnes, Hamel, Mc Kinsey and correlated by Sweeney
Intrinsic Organisation Resilience
A guide to building intrinsic Organisation Resilience:
The Organisation Development Tools Institute (Ireland) in partnership with the University of Groningen (NL) Masters in Change Management Program conducted a Global Study over the period May/June 2021 with participants across most Sectors and at all management and professional levels in organisations.
The key findings are outlined in this Report:
"Global Survey finds that Organisation/Business Resilience in times of Disruption is both Predictable & Actionable"
The survey also confirmed the validity of the Organisation Learning & Development Process outlined in Dynamic Systems Maturity Theory.