The creation of the current edition of the report was a perfect example of using the Jidoka principle, originating from the Lean Management philosophy. We initiated the survey over a year ago, and the first version was made in April 2015. While editing, we reached a conclusion that relying only on declarative and subjective process ma-turity evaluation does not give the whole picture. We stopped working on the report and decided to take a step back and make the results objective.
We have since developed our own method for process maturity evaluation, where we verify the fulfillment of a number of requirements assigned to the particular levels of process maturity. With great effort we managed to return to most organisations which had declared their maturity level and ask them questions allowing us to pro-duce findings reflecting reality. The number of companies and institutions which took part in the survey is 236. Additionally – to confirm our findings – we have conducted in-depth interviews in 21 companies, which also involved empirical verification of the information gathered. During those interviews analysts of the PROCESOWCY.PL community became familiar with the process documentation, verified the participants’ knowledge of the goals and measures assigned to their processes, analysed how changes in processes are introduced and communicated, how process goal realization is reported and how optimisation attempts are coordinated.
Such approach allowed us to make the survey’s findings more objective and to add another dimension to them – a comparison between declared and actual process maturity.
Essential aims of the current edition of the survey are as follows:
- to place the organisations operating in Poland at the five defined levels of process maturity
- to describe the trends and changes observed between the editions of the survey
- to present the differences between declared and actual process maturity
The primary objective remains to inspire readers to improve their organisations by implementing the principles and culture of business process management.
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