Have you ever worked with two seemingly disparate concepts and struggled with how to connect them? It can happen often in the corporate learning space when organizations are undergoing a transformation. GP Strategies® uses a unique tool to help bridge the gap.
USING a Maturity Matrix to Chart the Course of a Major Initiative
Company A was on a transformational journey in their enterprise learning space, and had just completed developing the processes for maintaining the courses in their learning catalog for a complex array of domains and found alignment across the enterprise difficult. We discovered that the imposed rate of change—the requirement to continue supporting the business needs as new processes were designed—limited leader support and alignment.
Instead of deterring the client, this discovery led to a renewed commitment that the transformation was indeed going to happen. Success was predicated on the leaders coming together and genuinely committing to the program. The decision was made to bring the leaders together to participate in renewing their strategy for all their domain content.
The strategy statement developed rather quickly. It was visionary in nature and included specific outcomes. Everyone felt good about what we had accomplished.
But then we queried, “If you were a manager or supervisor, what specific actions would you take to help achieve this vision?” When we thought about executing the vision, we discovered it was difficult to directly map actions “on the ground” to this lofty vision concept.
The issue was not that we had the wrong vision or that it was too high. The issue was that we needed a means to bridge the gap between the strategy and our execution plan and established processes. As we reflected on this, it became clear that we needed something that could help chart a roadmap with specific dimensions and milestones to lead our planning and help evaluate our progress over time.
We selected a maturity matrix to bridge this gap. It fit naturally, drove clarity of the journey ahead, and most importantly, facilitated actionable planning at the organizational levels.
Our maturity model saved the day. We split up the team into specified dimensions and had them develop the maturity journey. Then we came back together to allow the larger audience to pressure test each team’s work. This process ensured each team member was invested in the process and was committed to the outcome. We achieved alignment!
If you were a manager or supervisor, what specific actions would you take to help achieve this vision?