You're reading...
Process Management, Processes

The Process Capability Chasm

The Process Capability and Maturity Model is a useful framework for helping organisations to understand the “process journey”.  It describes five, increasing, levels of capability:
– Initial
– Managed
– Defined
– Quantitatively Managed
– Optimising

Each level can be described in terms of the characteristics you would expect to see in place, ranging from “Managing by heroics” at the Initial level, through to “Continuous Improvement” at the Optimising level.
The model describes the progression that an organisation would have to go through in order to embed  process management that delivers true benefits.  Sadly, many (most?) organisations will never get beyond the “Managed” level, largely because their senior managers don’t understand how they need to change their behaviour and act as Process Owners. 


We talk about “crossing the chasm”, which means making the transition beyond the “Managed” level.  It’s the step up from Silo/Departmental working to End-to-end Process/Whole Systems thinking.

Crossing the Process Capability Chasm

Crossing the Process Capability Chasm

The reality is that (probably) 80% of the effort is required to build capability and achieve the “Managed” level, for less than 20% of the benefits.  Once across the chasm, very little extra effort is required, but this delivers 80% of the benefits (and these are sustainable at the “Optimising” level).


You’ll find more information and articles on our approach to helping organisations implement successful Process Management here.

Read “Introduction to Process Management“.



Comments are closed.

Connect with Ian Seath

Find us on Facebook Improvement Skills Consulting Ltd. on LinkedIn Follow IanJSeath on Twitter


Copyright Notice

© Improvement Skills Consulting Ltd. and Ian Seath, 2007-18. Unauthorised use and/or duplication of this material without express and written permission from this site’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Improvement Skills Consulting Ltd. and Ian Seath with appropriate and specific direction to the original content.

%d bloggers like this: