Maturity models: Blueprints for e‐Volution

Abstract

To maximize the potential for the change to produce positive results, business leaders must appreciate the transformational stages, key interdependencies and interrelationships, and the impact they could have independently or in combination on eventual outcomes. This requires a thorough understanding of all of the factors – human, technological, process, and organizational – that are involved in the change cycle. The author describes a series of maturity models that provide some logic and a framework to support this complex task of continuous adaptation. The models were based on the premise that a true partnership between IT and non‐IT executives is fundamental to success in the twenty‐first century organization. They recognize that information technology and business objectives are interdependent, and therefore, separation of “best‐known practice” into IT and non‐IT categories would generally be counterproductive.

Citation

Duffy, J. (2001), "Maturity models: Blueprints for e‐Volution", Strategy & Leadership, Vol. 29 No. 6, pp. 19-26. https://doi.org/10.1108/EUM0000000006530