1. The Title
Says It
ALL!

2. How Can So Many
Improvement Efforts
Go So Wrong?
What Can Be Done to Improve
the Odds of Success?

3. For all the planning and good
intentions, the fact remains
that anywhere from 50 to 75
percent of enterprise-wide
efforts to improve the
productivity of an
organization fail to achieve
their goals.

4. That’s a lot of wasted:
•time,
•energy,
•and money !

5. What lies behind this staggering statistic?
What are the real obstacles to change
that must be overcome?

6. Here’s what the authors say:

7. Here’s what the authors say:
Organizational Immaturity
An organization may have been around for a
year or a century, but age doesn’t determine its
level of maturity.

8. Here’s what the authors say:
Organizational Immaturity
The best consultant in the world can’t change an
immature organization (even by using ‘change
management’) because the culture will resist in
numerous covert ways.

9. Here’s what the authors say:
Failure to assess maturity first
With tools provided in this book, leaders,
managers and other stakeholders can
determine the maturity level of their
department or organization and identify
potential areas for improvement before
hiring a consultant.
It involves assessing whether the
organization has and depends on a small
number of ‘heroes’ to get things done
when the going gets tough. Is it addicted
to constantly working in crisis mode? Has
the organization been able to build or
follow a multi-year strategic plan?

10. Here’s what the authors say:
Champions
When all attempts have failed, you can still
help people in your organization wrestle with
the immaturities that are holding it back,
sabotaging change.

11. Here’s what the authors say:
Champions
After conducting a maturity assessment, share and discuss the
results openly. Such discussion will turn up a number of
people who strongly believe in one or more types of
improvements, and those people can be your champions for
introducing small doses of change at the grass roots level.

12. What should champions consider?
The workers
We call this part the ‘Engagement
Ring.’ You have to marry employee
wants with employer needs. Find
champions who believe in training and
professional development plans.

13. What should champions consider?
Professional Development Plans
Plans can be built from job descriptions (not based
on the person currently filling the role, but on what
tasks need to be completed and at what skill levels).
These development plans then provide an objective
way to conduct performance reviews.
Note: performance reviews are either conducted
poorly or not at all in immature organizations.

14. What should champions consider?
Mature Behaviors
A list of mature behaviors that champions can
explore, such as project management, process
improvements, policy development, strategic
planning. Here it’s important to conduct an
annual assessment to keep an eye on which
pockets within the organization are maturing and
how wide the pocket is spreading.

15. What should champions consider?
Metrics
As the organization makes great
strides in becoming mature,
champions can help explore the
proper use of metrics.

16. For more information on overcoming
Organizational Immaturity:
Contact the authors at contact@org-immaturity.com