Apply the SPM Maturity Model to your organisation

Based on the original research conducted for this report, the SPM Maturity Model groups companies into one of four stages of maturity:

• Operators (largely focused on historical operational information stored and accessed in a fragmented way)
• Controllers (focused on key aspects of performance to produce well-defined results)
• Integrators (proactive users of integrated information to gain insights from information to deliver new business benefits)
• Innovators (using information and business intelligence to drive the business competitively).

Strategic Performance Management shows how companies can identify their position on the Maturity Curve and then plan the transition form one level to the next by managing the business drivers and enablers at each stage. The report provides a detailed examination of the different issues companies are likely to encounter at each level, along with appropriate ways of overcoming barriers to improved performance management. At every level, there are examples drawn from the research findings that illustrate what is involved in making the transition to the next level of achievement.

How to climb the strategic performance management curve

Key sections of the report cover the all-important policies and practices that enable companies to move up the SPM curve.

From operator to controller:

• The key driver: a business critical issue/crisis > senior level sponsor + justification for expenditure
• Focus on your point of major pain with a lead executive with the authority to drive the necessary change
• Provide directive leadership, articulating the issue and benefits, demanding the disciplines and ensuring the necessary resources
• Take small initial steps by limiting the scope of the activity and focusing resources
• Seek early successes to demonstrate benefits and win support and further resources as necessary
• Focus people involved on the reason for the change and engage them in the solutions to achieve the motivation and disciplines required
• Limit the use of new technology and use what is readily available or can be pragmatically modified.

From controller to integrator

• Focus on your customer and market needs to develop a clear vision & strategy
• Engage all the relevant executives and functions in the initiative
• Pursue the business benefits by managing the change holistically
• Focus on information needs and data quality issues
• Follow best project management practice with senior executive sponsorship and clear targets and timescales
• Engage key users from the outset and build user training into your plans initially and repetitively.

From integrator to innovator

• Focus on competitive advantage and external positioning dynamically
• Develop clarity of vision and associated values and inspiring people to perform ‘beyond their wildest dreams’
• Invest in the power of personal development
• Dynamically build new knowledge and information systems on a flexible and scaleable infrastructure
• Nurture leadership and confidence to take risk and learn throughout the organisation.