4 Phases of
SME Maturity

21 operational disciplines organized across a matrix of cost, speed, and quality — applied to both people and process management.

The Framework

Each discipline targets one intersection of a 3×2 matrix: what you’re improving (cost, speed, or quality) and where you’re applying it (people or process management). In Phase 4, the doctrines address both simultaneously.

People

Process

Cost

3disciplines

Speed

3disciplines

Quality

3disciplines

Click any cell to filter disciplines below

Phase 1

Standardized Operations

Building a foundation of basic workforce practices that can be improved over time. The unit ensures work sustainability and resources are in balance.

Cost / Process

1.1

Talent Acquisition

Setting up a formal process for matching committed work to unit resources and for recruiting, choosing, and placing qualified people.

Speed / Process

1.2

Information Fluidity

Ensuring everyone in the organization can communicate effectively so that work dependencies are coordinated well.

Quality / Process

1.3

Workplace Suitability

Setting up and maintaining physical working conditions and providing resources needed to perform work.

Quality / People

1.4

Performance Appraisal

Setting work-related goals against which unit and individual performance are regularly discussed and improved.

Speed / People

1.5

Talent Development

Ensuring everyone has the knowledge and skills they need to do their assigned tasks effectively.

Cost / People

1.6

Talent Retention

Providing pay and benefits based on what people bring to the organization and ensuring fairness.

Phase 2

Organized Competencies

Setting up an organizational framework for developing the workforce. The organization identifies knowledge, skills, and process capabilities needed and develops them systematically.

Quality / Process

2.1

Competency Audit

Finding out what knowledge, skills, and process capabilities the organization needs and assessing current state.

Cost / Process

2.2

Needs Analysis

Matching workforce activities with current and future business needs to prioritize development investments.

Speed / Process

2.3

Competency Development

Improving the ability of the workforce to do the tasks and activities needed by the organization.

Speed / People

2.4

Career Pathways

Giving people opportunities to learn skills that help them reach their career goals while meeting organizational needs.

Quality / People

2.5

Competency Alignment

Ensuring all workforce strategies are aligned across all units to achieve organizational objectives.

Cost / People

2.6

Unit Cohesion

Organizing work around competency-based processes and building cohesive teams that deliver results.

Phase 3

Systematized Self-Sufficiency

Using the knowledge and experience of the workforce framework to improve performance and get results that cannot be achieved by units working independently.

Quality / People

3.1

Capability Integration

Making independent work more efficient and flexible by combining the capabilities of different units.

Cost / People

3.2

Unit Autonomy

Giving workgroups the power and responsibility to decide how to do work within defined guidelines.

Cost / Process

3.3

Knowledge Management

Keeping track of knowledge, experience, and artifacts gained throughout the organization.

Quality / Process

3.4

Strategic Appraisals

Predicting and managing the ability of processes to deliver results that matter to the business.

Speed / Process

3.5

Workforce Development

Measuring and managing the skills of the workforce and improving development systems.

Speed / People

3.6

Formal Mentoring

Transferring lessons of greater experience to develop capability across the workforce.

Phase 4

Optimized Agility

Continuously improving the organization’s capabilities and practices. At this phase, each doctrine addresses both people and process management simultaneously.

Cost / People & Process

4.1