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1、企业成熟度及流程成熟度一、企业成熟度英文 E1 E2 E3 E4LeadershipAwarenessThe enterprises senior executive team recognizes the need to improve operational performance but has only a limited understanding of the power of business processesAt least one senior executive deeply understands the business process concept,how the
2、 enterprise can use it to improve performance,and what is involved in implementing it .The senior executive team views the enterprise in process terms and has developed a vision of the enterprise and its processesThe senior executive team sees its own work in process terms andperceivesprocessmanagem
3、ent not as a project but as a way of managing the business.AlignmentThe leader ship of the process program lies in the middle management ranksA senior executive has taken leadership of,and responsibility for,the process program.There is strong alignment in the senior executive team regarding the pro
4、cess program.There is also a network of people throughout the enterprise helping to promote process efforts .People throughout the enterprise exhibit enthusiasm for process management and play leadership roles in process effortsBehaviorA senior executive endorses and invests in operational improveme
5、ntA seniorexecutivehaspubliclysetstretchperformance goals in customer terms and is prepared to commit resources,makedeepchanges,and remove road blocks in order to achievethosegoals.Senior executives operate as a team, manage the enterprise through its processes,and are actively engaged in the proces
6、s program.The members of the senior executiveteam perform theirown work as processes ,center strategicplanningonprocesses.,anddevelop newbusiness opportunities based on high-performance processStyleThe senior executiveteamhas started shifting from a top-down,hierarchical style to an open,collaborati
7、ve styleThe senior executive team leading the process program is passionate about the need to change and about process as the key tool for changeThe senior executive team has delegated control and authority to process owners and process performersThe senior executive team exercises leadership throug
8、h vision and influence rather than command and controlCultureTeamworkTeamwork is project focused,occasional, and atypical.The enterprise commonly uses cross-functional project teams for improvement effortsTeamwork is the norm among process performers and is commonplace among managersTeamwork with cu
9、stomers and suppliers is common-placeCustomer FocusThere is a widespread belief that customer focus is important,but there is limited appreciation of what that means There is also uncertainty and conflict about how to meet customers needs.Employees realizethat thepurpose of their work is to deliver
10、extraordinary customer valueEmployees understand that customers demand uniform excellence and a seamless experienceEmployeesfocusoncollaborating withtradingpartners to meet the needs of final customers.ResponsibilityAccountabilityforresults rests with managers.Frontline personnel begin to take owner
11、ship of resultsEmployees feel accountable for enterprise results.Employees feel a sense of mission in serving customers and achieving ever-better performanceAttitudeToward ChangeThere is growing acceptance in the enterprise about the need to make modest changeEmployees are prepared for significant c
12、hange in how work is performedEmployees are ready for major multidimensional changeEmployees recognize change as inevitable and embrace it as a regular phenomenonExpertisePeopleA small group of people has a deep appreciation for the power of processes.A cadre of experts has skills in processredesign
13、 andimplementation,project management,communications,and change managementA cadre of experts has skills in large-scale change management and enterprise transformationSubstantial numbers of people with skills in process redesign andimplementation,projectmanagement,program management,andchangemanageme
14、nt are present across the enterprise A formal process for developing and maintaining that skill base is also in placeMethodologyThe enterprise uses one or moremethodologiesforsolving execution prob lems andmakingincrementalprocess improvementsProcess redesign teams have access to a basic methodology
15、 for process redesignThe enterprise has developed and standardized a formal process for process redesign and has integrated it with a standard process for process improvementProcess management and redesign have become core competencies and are embedded in a formal systemthatincludesenvironment scann
16、ing, change planning,implementation,and process-centered innovationGovernanceProcess modelThe enterprise has identified some business processes.The enterprise has developed a complete enterprise process model,and the senior executive team has accepted itThe enterprise process model has been communicated th
