Organisational maturity and functional performance

Belt, Pekka; Oiva-Kess, Annukka; Härkönen, Janne; Möttönen, Matti; Kess, Pekka (2009-01-19)
 
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https://dx.doi.org/10.1504/IJMED.2009.022624

Belt, Pekka
Oiva-Kess, Annukka
Härkönen, Janne
Möttönen, Matti
Kess, Pekka
Inderscience
19.01.2009

Belt, P., Oiva-Kess, A., Härkönen, J., Möttönen, M. & Kess, P. (2009) ‘Organisational maturity and functional performance’, International Journal of Management and enterprise development, Vol. 6, No. 2, pp. 147–164. https://dx.doi.org/10.1504/IJMED.2009.022624

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© 2009 Inderscience Publishers. The final authenticated version is available online at: https://dx.doi.org/10.1504/IJMED.2009.022624.
https://rightsstatements.org/vocab/InC/1.0/
doi:https://doi.org/10.1504/IJMED.2009.022624
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https://urn.fi/URN:NBN:fi-fe2019121247930
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Abstract

This article examines the maturity of company practises from two different perspectives. The overall management system is analysed by using the People Capability Maturity Model. The maturity of an operational function is scrutinised by using the Verification and Validation Maturity Model (V2M2). Verification and Validation (V&V) was chosen as an example as it has become a challenging function for the management of the high technology sector. Even the best performer in the managerial maturity analyses, a major Scandinavian telecom company has significant difficulties with the V&V maturity. Typically, small and medium sized companies should concentrate on developing their overall management system before they can reach high maturity in single operational functions.

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