企业成熟度及流程成熟度模型.docx
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企业成熟度及流程成熟度模型
一、公司成熟度
英文
E1
公司成熟度及流程成熟度
E2E3
E4
Leadership
Awareness
Theenterprise's
seniorexecutive
teamrecognizestheneedto
improveoperational
performance
but
has
only
a
limited
understanding
of
thepowerof
businessprocesses
Alignment
The
leadership
of
the
process
program
lies
in
the
middle
managementranks
BehaviorAseniorexecutiveendorsesand
investsinoperational
improvement
Style
Thesenior
executive
teamhas
started
shifting
from
a
top-down,hierarchical
style
toan
open,collaborativestyle
Culture
Teamwork
Teamwork
is
project
focused,occasional,andatypical.
Atleastoneseniorexecutivedeeply
understandsthebusinessprocess
concept,howtheenterprisecanuseit
toimproveperformance,andwhat
isinvolvedinimplementingit.
Aseniorexecutivehastakenleadershipof,andresponsibility
for,theprocessprogram.
Aseniorexecutive
haspubliclyset
stretch
performance
goals
in
customer
termsandispreparedto
commit
resources,make
deep
changes,andremoveroadblocks
in
ordertoachieve
thosegoals.
The
senior
executive
teamleading
the
process
program
is
passionate
abouttheneedtochangeand
about
processasthe
keytoolforchange
The
enterprise
commonly
uses
cross-functional
project
teamsfor
improvementefforts
Theseniorexecutiveteamviewstheenterpriseinprocesstermsandhasdevelopedavisionoftheenterpriseanditsprocesses
Thereisstrongalignmentintheseniorexecutiveteamregardingtheprocessprogram.Thereisalsoanetworkofpeoplethroughouttheenterprisehelpingtopromoteprocessefforts.
Seniorexecutivesoperateasateam,managetheenterprisethroughitsprocesses,andareactivelyengagedintheprocessprogram.
Theseniorexecutive
team
has
delegated
control
and
authority
to
process
owners
and
process
performers
Teamwork
is
the
norm
among
process
performers
and
is
commonplaceamongmanagers
Theseniorexecutiveteamseesitsownworkinprocesstermsandperceivesprocessmanagementnotasaprojectbutasawayofmanagingthebusiness.
Peoplethroughouttheenterpriseexhibitenthusiasmforprocessmanagementandplayleadershiprolesinprocessefforts
Themembersofthesenior
executiveteamperformtheirownworkasprocesses,centerstrategicplanningonprocesses.,anddevelopnewbusinessopportunitiesbasedonhigh-performanceprocessTheseniorexecutiveteamexercisesleadershipthroughvisionandinfluenceratherthancommandandcontrol
Teamworkwithcustomersandsuppliersiscommon-place
CustomerFocusThere
is
awidespread
belief
that
customer
focus
is
important,but
there
is
limited
appreciationof
what
that
means
There
is
also
uncertainty
and
conflict
about
how
to
meet
customers'needs.
Employeesrealizethatthepurpose
oftheirworkistodeliver
extraordinarycustomervalue
Employees
understand
that
Employeesfocuson
collaborating
customers
demand
uniform
withtradingpartners
tomeetthe
excellence
and
a
seamless
needsoffinalcustomers.
experience
Responsibility
Accountability
for
resultsrests
withmanagers.
Attitude
Thereisgrowing
acceptancein
TowardChange
theenterpriseabouttheneedto
makemodest
change
Expertise
People
Asmallgroupofpeoplehasa
deepappreciation
forthepower
ofprocesses.
MethodologyTheenterpriseusesoneormore
methodologiesforsolving
executionproblemsandmaking
incrementalprocess
improvements
Frontlinepersonnelbegintotakeownershipofresults
Employees
are
prepared
for
significant
change
inhow
workis
performed
Acadreof
experts
has
skills
in
process
redesign
and
implementation,project
management,communications,andchangemanagement
Processredesignteamshave
accesstoabasicmethodologyfor
processredesign
Employeesfeelaccountablefor
enterpriseresults.
Employeesarereadyformajor
multidimensionalchange
Acadreofexpertshasskillsin
large-scalechangemanagementandenterprisetransformation
Theenterprisehasdevelopedandstandardizedaformalprocessforprocessredesignandhasintegrateditwithastandardprocessforprocessimprovement
Employeesfeelasenseofmission
inservingcustomersandachieving
ever-betterperformance
Employeesrecognizechangeas
inevitableandembraceitasa
regularphenomenon
Substantialnumbersofpeoplewithskillsinprocessredesignandimplementation,projectmanagement,program
management,andchangemanagementarepresentacrosstheenterpriseAformalprocessfordevelopingandmaintainingthatskillbaseisalsoinplace
Processmanagementandredesign
havebecomecorecompetenciesand
areembeddedinaformalsystem
thatincludesenvironmentscanning,
change
planning,implementation,and
process-centeredinnovation
Governance
Processmodel
Theenterprisehas
identified
The
enterprise
has
developed
a
Theenterprise
processmodel
has
somebusinessprocesses.
complete
enterprise
process
beencommunicated
throughout
the
model,and
the
senior
executive
enterprise,isused
to
driveproject
teamhasacceptedit
prioritization,and
is
linked
to
enterprise-leveltechnologiesanddata
architectures
Accountability
Functional
managers
are
Processowners
have
accountability
Processowners
share
accountability
responsible
for
for
individual
processes,and
a
fortheenterprise'sperformance
performance,project
managers
steeringcommittee
isresponsible
forimprovementprojects
for
theenterprise's
overall
progress
withprocesses
Integration
One
ormore
groups
advocate
Aninformal
coordinating
body
Aformal
program
management
and
support
possibly
distinct
provides
needed
program
office,
headedby
achief
process
operational
improvement
management
while
a
steering
officer,coordinatesandintegratesall
techniques
committeeallocates
resourcesfor
process
projects,
and
a
process
processredesignprojects.
council
manages
interprocess
integration
enterprise
manages
anddeploys
all
process
improvementtechniques
andtoolsin
anintegratedmanner
Theenterprisehasextendeditsprocessmodeltoconnectwiththoseofcustomersandsuppliers.Italsousesthemodelinstrategydevelopment
Aprocesscounciloperatesasthe
seniormostmanagement
body;performersshare
accountabilityforenterpriseperformance;andtheenterprisehasestablishedsteeringcommitteeswithcustomersandsupplierstodriveinterenterpriseprocesschangeProcessownersworkwiththeircounterpartsincustomerandsupplierenterprisestodriveinterenterpriseprocessintegration
中文
LeadershipAwareness
领导力认识
Theenterprise'sseniorexecutiveteamrecognizestheneedtoimproveoperationalperformancebuthasonlyalimitedunderstandingofthepowerof
Atleastoneseniorexecutivedeeplyunderstandsthebusinessprocessconcept,howtheenterprisecanuseittoimproveperformance,andwhatisinvolvedinimplementingit.
Theseniorexecutiveteamviewstheenterpriseinprocesstermsandhasdevelopedavisionoftheenterpriseanditsprocesses
高管层从流程角度来审查公司，并
Theseniorexecutiveteamseesitsownworkinprocesstermsandperceivesprocessmanagementnotasaprojectbutasawayofmanagingthebusiness.
businessprocesses
公司高管层意识到有必要改进
运营业绩，但对业务流程的作用
的认识有限。
最少有一名高管深入理解业务流为公司及其流程拟定了愿景。
程看法，知道公司可以如何用业务
流程来提升绩效以及流程推行会
涉及哪些方面。
高管层从流程角度来审查自己的
工作，并将流程管理视为管理公司
的一种方式，而不不过是一个项
目。
Alignment
协调
Behavior
行为
Style
风格
Theleadershipoftheprocess
programliesinthemiddle
managementranks
由中层管理层人员领导流程项
目力
Aseniorexecutiveendorsesand
investsinoperationalimprovement
由一位高管支持并合适参加流
程改进
Theseniorexecutiveteamhasstartedshiftingfromatop-down,hierarchicalstyletoanopen,collaborativestyle
该高管层开始由自上而下的层
级管理风格向开放、合作的风格
转变
Aseniorexecutivehastakenleadershipof,andresponsibilityfor,theprocessprogram，
由高管来领导流程项目，并对此负
责
Aseniorexecutive
haspubliclyset
stretch
performance
goals
in
customer
terms
andispreparedto
commit
resources,make
deep
changes,
andremove
roadblocks
inordertoachievethosegoals.
由一位高管从客户利益出发已经
公开设定长远的流程绩效目标，并
准备投入资源，进行深刻改革，排
除阻挡，以达成这些目标。
Theseniorexecutiveteamleadingtheprocessprogramispassionateabouttheneedtochangeandaboutprocessasthekeytoolforchange
领导流程项目的高管深信改革的
必要性并将流程作为改革的要点
工具。
Thereisstrongalignmentintheseniorexecutiveteamregardingtheprocessprogram.Thereisalsoanetworkofpeoplethroughouttheenterprisehelpingtopromoteprocessefforts.
高管层对流程项目的看法高度一
致。
公司各层都有好多员工协助推
动流程再造。
Seniorexecutivesoperateasateam,managetheenterprisethroughitsprocesses,andareactivelyengagedintheprocessprogram.
高管们以团队形式展动工作，经过
流程管理公司，并积极参加流程项
目。
Theseniorexecutive
team
has
delegated
control
and
authorityto
process
owners
and
process
performers
高管层将控制权和职权授予流程负责人和流程执行者
Peoplethroughouttheenterpriseexhibitenthusiasmforprocessman
升级会员 