The words organizational maturity indicate what organizations need in order to be able to deal with internal or market-induced changes.
Organizations less able to keep up with such changes, are considered to have a LOW maturity.
HIGH maturity organizations are able to handle market developments effectively and efficiently.
With the MINCE maturity model we adress:
- the facets (i.e. Towers) that this model incorporates;
- the Levels of these Towers that are identified;
- the Criteria that determine the perspective from each of its Towers; and
- the way MINCE can be used as a feasible model for measuring and improving organizational maturity.
MINCE in perspective
Over time organizations have to periodically reconsider the ways in which they serve their markets – and this is likely to continue. The Nolan Institute has illustrated these up- and downfalls as shown in the adjecent figure .
These economical discontinuities will lead us into the network area, where individual customer requirements will have to be satisfied one way or the other. The influence of the individual customer (customer intimacy) is on the rise and organizations will increasingly need to fine approaches to deal with it. Responding to dusch rapid changing market conditions requires organizations to keep in shape.
Moves that have been made in this direction connect serial production to individual requirements. An example is the Apple iPhone, which in a sophisticated manner links serial production to individual demands. Another comparable area that has made a similar move, initially triggered by Dell, is the market for personal computers. The option of assembling a made-to-measure computer via the internet has forced large scale organizations te dramatically review the way they conduct business.
Around the time of the millennium, a trend became visible that has become increasingly important: organizations are confronted with a rapidly maturing market, a market that consists of customers who do not hesitate to carefully investigate a group of sellers and pick out the one that offers to adapt their product, service or features swiftly in response to their individual requirements. Organizations unable to answer this demand are considered old fashioned and less attractive.
This trend will not go away. It will continue because nowadays customers wish to decide which product they purchase and they expect manufacturers to compete in providing it. The trading today is market driven.
Manufacturers unable to sense environmental changes in a timely manner and/or unable to swiftly adapt according to these will be overrum by other, better prepared organizations.
This calls for a way to determine the degree to which your organization is equipped to be able to follow changing market conditions. Immediately after that, you will want to know what needs to be done to improve the accuracy with which your organization is changing in response to such environmental changes.
The above triggered the development of a method that allowed of the actual maturity level to be determined and, using the outcome as a starting point, facilitating the way to get this level to where you want it to be. The method is named MINCE. MINCE is an acronym for Maturity INcrements IN Controlled Environments. And that is precisely what MINCE is intended for: allowing organizations to measure and after improve their level of maturity step by step via a controlled environment that will release the potential.
The MINCE perspective on an organization and its environment is through Towers. The MINCE Towers are the culmination of decades of practical experience. They represent organizational facets relating to change that are repeatedly found in organizations aiming to improve their ability to implement internal changes and enhance the way in which they deal with the changing environment.
MINCE judges organizations by computing a maturity Level with each Tower. The MINCE Levels are largely identical to the levels specified in the 2004 EFQM model. A Level can vary between 1 and 5. The higher the Level, the more mature the organization is with regard to a Tower.
Instead of simply judging an organization from the perspective of a couple of Towers, MINCE uses a novel kind of look-out function to check the view from each Tower to the full circle, looking out to the landscape and to the other Towers. This outlook during the full circle is halted at five stops, called Criteria. Visualize it like this: While standing inside a Tower, you turn around until your eyes focus on one of the five Criteria. In this position, you decide about the Maturity Level on the basis of one or a couple of straightforward questions. Next, remaining in the same Tower, you turn clockwise until you eyes meet the next Criterion. There you focus again and decide about the Maturity Level from this perspective.
Note that organizations are at liberty to either deal with the full range of MINCE Towers or, alternatively, to decide to select onf or a few Towers and focus on those. Obviously a partial perspective will not lead to a full MINCE implementation, but under certain circumstances it can be beneficial to focus on a smaller range. At Nuon, a Dutch energy supplier renamed to Vattenfall , the manager of the project management department decided to focus on three MINCE Towers that he considered the most important ones at a certain stage in the development of the department.
-  Van der Zee, H., & Van Wijngaarden, P. (1999). Strategic Sourcing and Partnerships: Challenging Scenarios for IT Alliances in the Networked Era. Financial Times Management