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1、企业成熟度及流程成熟度一、企业成熟度英文E1E2E3E4LeadershipAwarenessTheenterprisesseniorexecutiveteamrecognizestheneedtoimproveoperationalperformancebuthasonlyalimitedunderstandingofthepowerofbusinessprocessesAtleastoneseniorexecutivedeeplyunderstandsthebusinessprocessconcept,howtheenterprisecanuseittoimproveperformance
2、,andwhatisinvolvedinimplementingit.TheseniorexecutiveteamviewstheenterpriseinprocesstermsandhasdevelopedavisionoftheenterpriseanditsprocessesTheseniorexecutiveteamseesitsownworkinprocesstermsandperceivesprocessmanagementnotasaprojectbutasawayofmanagingthebusiness.AlignmentTheleadershipoftheprocesspr
3、ogramliesinthemiddlemanagementranksAseniorexecutivehastakenleadershipof,andresponsibilityfor,theprocessprogram.Thereisstrongalignmentintheseniorexecutiveteamregardingtheprocessprogram.Thereisalsoanetworkofpeoplethroughouttheenterprisehelpingtopromoteprocessefforts.Peoplethroughouttheenterpriseexhibi
4、tenthusiasmforprocessmanagementandplayleadershiprolesinprocesseffortsBehaviorAseniorexecutiveendorsesandinvestsinoperationalimprovementAseniorexecutivehaspubliclysetstretchperformancegoalsincustomertermsandispreparedtocommitresources,makedeepchanges,andremoveroadblocksinordertoachievethosegoals.Seni
5、orexecutivesoperateasateam,managetheenterprisethroughitsprocesses,andareactivelyengagedintheprocessprogram.Themembersoftheseniorexecutiveteamperformtheirownworkasprocesses,centerstrategicplanningonprocesses.,anddevelopnewbusinessopportunitiesbasedonhigh-performanceprocessStyleTheseniorexecutiveteamh
6、asstartedshiftingfromatop-down,hierarchicalstyletoanopen,collaborativestyleTheseniorexecutiveteamleadingtheprocessprogramispassionateabouttheneedtochangeandaboutprocessasthekeytoolforchangeTheseniorexecutiveteamhasdelegatedcontrolandauthoritytoprocessownersandprocessperformersTheseniorexecutiveteame
7、xercisesleadershipthroughvisionandinfluenceratherthancommandandcontrolCultureTeamworkTeamworkisprojectfocused,occasional,andatypical.Theenterprisecommonlyusescross-functionalprojectteamsforimprovementeffortsTeamworkisthenormamongprocessperformersandiscommonplaceamongmanagersTeamworkwithcustomersands
8、uppliersiscommon-placeCustomerFocusThereisawidespreadbeliefthatcustomerfocusisimportant,butthereislimitedappreciationofwhatthatmeansThereisalsouncertaintyandconflictabouthowtomeetcustomersneeds.EmployeesrealizethatthepurposeoftheirworkistodeliverextraordinarycustomervalueEmployeesunderstandthatcusto
9、mersdemanduniformexcellenceandaseamlessexperienceEmployeesfocusoncollaboratingwithtradingpartnerstomeettheneedsoffinalcustomers.ResponsibilityAccountabilityforresultsrestswithmanagers.FrontlinepersonnelbegintotakeownershipofresultsEmployeesfeelaccountableforenterpriseresults.Employeesfeelasenseofmis
10、sioninservingcustomersandachievingever-betterperformanceAttitudeTowardChangeThereisgrowingacceptanceintheenterpriseabouttheneedtomakemodestchangeEmployeesarepreparedforsignificantchangeinhowworkisperformedEmployeesarereadyformajormultidimensionalchangeEmployeesrecognizechangeasinevitableandembraceit
11、asaregularphenomenonExpertisePeopleAsmallgroupofpeoplehasadeepappreciationforthepowerofprocesses.Acadreofexpertshasskillsinprocessredesignandimplementation,projectmanagement,communications,andchangemanagementAcadreofexpertshasskillsinlarge-scalechangemanagementandenterprisetransformationSubstantialn
12、umbersofpeoplewithskillsinprocessredesignandimplementation,projectmanagement,programmanagement,andchangemanagementarepresentacrosstheenterpriseAformalprocessfordevelopingandmaintainingthatskillbaseisalsoinplaceMethodologyTheenterpriseusesoneormoremethodologiesforsolvingexecutionproblemsandmakingincr
13、ementalprocessimprovementsProcessredesignteamshaveaccesstoabasicmethodologyforprocessredesignTheenterprisehasdevelopedandstandardizedaformalprocessforprocessredesignandhasintegrateditwithastandardprocessforprocessimprovementProcessmanagementandredesignhavebecomecorecompetenciesandareembeddedinaforma
14、lsystemthatincludesenvironmentscanning,changeplanning,implementation,andprocess-centeredinnovationGovernanceProcessmodelTheenterprisehasidentifiedsomebusinessprocesses.Theenterprisehasdevelopedacompleteenterpriseprocessmodel,andtheseniorexecutiveteamhasaccepteditTheenterpriseprocessmodelhasbeencommu
15、nicatedthroughouttheenterprise,isusedtodriveprojectprioritization,andislinkedtoenterprise-leveltechnologiesanddataarchitecturesTheenterprisehasextendeditsprocessmodeltoconnectwiththoseofcustomersandsupplierstalsousesthemodelinstrategydevelopmentAccountabilityFunctionalmanagersareresponsibleforperformance,projectmanagersforimprovementprojectsProcessownershaveaccountabilityforindividualprocesses,andasteeringcommitteeisresponsiblefortheenterprisesoverallprogresswithprocessesProcessownersshareaccountabilityfortheenterprisesperformanceAprocesscounciloperatesastheseniormostmanagementbody;perf
