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CATALYSTOCMM ASSESSMENT

PART OF THE CATALYST TOPIC INTRODUCTION SERIES

FOR CSC INTERNAL USE ONLY

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OVERVIEW What it is

FLOW What’s inside

FEATURES What’s important

TAILORING How to use it

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OVERVIEW

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OCMM – organizational change management maturity – is the concept that:• Organizational change capability can be defined as a spectrum of

characteristics• The spectrum can be divided into measurable levels• Each capability level supports a corresponding level in a spectrum of

organizational business change scenarios

Note: The term “maturity level” may be taken to imply that higher is always better, but OCMM Assessment does not assume this.

OCMM Assessment is a technique for measuring organizational change capability, identifying the capability level the organization needs, and aligning the organization’s capability development initiatives with its needs.

What Is OCMM Assessment?

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Organizational Change Within the Catalyst Framework

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The OCMM Assessment Framework

5 levels of business change scenarios and the capability maturity needed for each scenario

3 tiers of assessment

A series of increasingly refined assessments with flexibility in determining how far to go

The Organizational Change Management Maturity Model is a framework defining the formal criteria for the levels on the maturity spectrum and also for evaluating how well the capability aligns with and supports the organization’s business vision and strategy.

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OCMM Assessments Align Capability to the Business Context

OCMM assessments are tightly aligned with the business vision and strategy.

They provide clear knowledge of the organization’s capability strengths and weaknesses relative to meeting business change needs.

As a result, they enable alignment of business change initiatives to the vision and strategy.

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Click on Tools and Techniques / Organizational Change Techniques/ OCMM Assessment

Finding the OCMM Assessment Technique in the Knowledge

Center

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Finding OCMM Assessment Work Product Definitions in the

Knowledge Center

Look under Work Products or the Work Products Index (to know the work product names, see the publication or the technique, or the Work Products slide).

This is an example – other work products are in other parts of the tree.

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FLOW

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Conduct OCMM

Conduct OCMM

Process Flow Summary

Evaluate Business Alignment

Conduct OCMM

High-Level Assessment

Conduct OCMM Detailed

Assessment

Define OCMM

Progression Strategy

ExecuteOCMM

Development Initiative

PlanOCMM

Development Initiative

MonitorOCMM

Development Initiative

Identify current and target capability levels

Define progression strategy

Progress capability

Ad

just

re

sults

Refresh strategy

If needed

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OCMM Assessment Work Products

Model Views Organization Model View•Organization Diagnostic Model

• Organizational Change Management Maturity Assessment• Organizational Change Management Maturity Business Alignment Evaluation• Organizational Change Management Maturity High-Level Assessment• Organizational Change Management Maturity Detailed Assessment

Plans Transformation Plans• Organizational Transition Plan• Organizational Change Plans

• Organizational Change Work Plan• Organizational Initiative Plan• Organizational Change Management Maturity Assessment Plan• Organizational Change Management Maturity Progression Roadmap

Reports Other Reports •Organizational Change Management Maturity Assessment Report

• Organizational Change Management Maturity Business Alignment Evaluation• Organizational Change Management Maturity High-Level Assessment• Organizational Change Management Maturity Detailed Assessment

Management Work Products Monitoring and Tracking Work Products• Program Progress Report

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Work Product

Dependency Flow

Summary

Organizational Change

Diagnostic ModelOCMM

Assessment

OCMM Assessment

Plan

OCMM Assessment

Report

OCMM Progression Roadmap

Organizational Transition

Plan

Program Progress Report

Organizational Change

Work Plan

Organizational Initiative

Plan

Organizational Transformation

Plan

Business Direction

Model

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FEATURES

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The Dimensions of the Maturity Model

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The Maturity Level Definitions

Organizational Change Management Maturity Model

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The first assessment tier is organized differently from the second and third tiers.Also, its MATURITY INDICATORS have a different perspective from the indicators in the lower tiers. They are not based on the Seven Drivers of Organizational Change.

The Maturity Model Assessment Tiers

Tier 1 – Business Alignment Evaluation

ALIGNMENT TO BUSINESS STRATEGY

MATURITY INDICATORS

Tier 2 – High-Level Assessment

MATURITY INDICATORS

Tier 3 – Detailed Assessment

MATURITY INDICATORS

The maturity indicators in the lower assessment tiers are based on the Seven Drivers of Organizational Change (described in a later slide).

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The Maturity Model – Tier 1 (1 of 4)

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The Maturity Model – Tier 1 (2 of 4)

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The Maturity Model – Tier 1 (3 of 4)

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The Maturity Model – Tier 1 (4 of 4)

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The Seven Drivers of

Organizational Change

The organizing principle for the maturity indicators in Tiers 2 and 3 of the Maturity Model

For specific indicator criteria, see the Maturity Model in the technique.

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Assessment Tier Report Examples

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Assessment Tier Report Examples

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Assessment Tier Report ExamplesOrganizational Change Management Maturity

Detailed Assessment

Detailed Indicators Self-Directed Repeatable StandardizedOptimized /

Directive Embedded

Commitment

-Visibility-Accountability-Involvement/Adoption-Urgency/Priority

Leadership

-Purpose-Style-Behavior-Consistency-Expectation

Communication

-Strategic/Planned-Consistency-Targeting-Channel Use- Impact

Capability

-Capacity-Skills-Sponsors/Champions/ Agents-Processes

Structure

-Role Definition/Population-Responsibility-Adaptability-Governance Framework

Performance-Measures-Reward/Recognition-Alignment

Current Maturity Level for Detailed Indicator

Target Maturity Level for Detailed IndicatorGap

Current Level for Driver

Target Level for Driver OCMM33

(partial example}

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TAILORING

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Tailoring Considerations

The extent of assessment to be performed depends on:

• Resources and time available for assessment (conducting and participating) and initiatives

• Time scales and perceived urgency of need for capability

• Appropriateness to customer situation. Some customers require detailed analysis to make investment decisions, while others either do not require detail or are unwilling to invest in it..

The process is designed to be adapted dynamically to different business change and business strategy scenarios and in response to findings.

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For more information . . . contact the Catalyst team(csc catalyst@csc.com).

The entire collection of Catalyst methodology is easy to explore –

just go to the Catalyst Knowledge Center (http://catalyst.csc.com)