A global investigation of key turning points in business process maturity
McCormack, K. Willems, Jurgen Van den Bergh, Joachim Deschoolmeester, Dirk Willaert, Peter Stemberger, Mojca Skrinjar, Rok Trkman, Peter Ladeira, Marcelo Bronzo Valadares de Oliveira, Marcos Paulo
McCormack, K.
Willems, Jurgen
Van den Bergh, Joachim
Deschoolmeester, Dirk
Willaert, Peter
Stemberger, Mojca
Skrinjar, Rok
Trkman, Peter
Ladeira, Marcelo Bronzo
Valadares de Oliveira, Marcos Paulo
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Publication Type
Journal article
Editor
Supervisor
Publication Year
2009
Journal
Business Process Management Journal
Book
Publication Volume
15
Publication Issue
5
Publication Begin page
792
Publication End page
815
Publication NUmber of pages
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Abstract
The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level. Design/methodology/approach: Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences. Findings: The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research. Research limitations/implications The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also on the low end of sample size for the methods used and some parts of the research used ad hoc selection of companies of arbitrarily distributed companies into different groups. Practical implications:The results can be useful for leaders and teams that are attempting the journey to process maturity. The guide‐posts, milestones, and measures can help answer the question “Where am I on this journey and what is next?”Originality/value. A plethora of maturity models has emerged that claim to guide an organization through the process of building levels of maturity that lead to competitive advantage. To date, there has been a lack of quantitative studies documenting these road‐maps. The paper provides global, quantitative evidence of the critical maturity components associated at each level of maturity.
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Keywords
Operations & Supply Chain Management