Welcome to your Business Processes Maturity Self-Assessment.

🢂 This assessment evaluates your organization’s Business Processes Maturity across five critical areas. Each area contains five multiple-choice questions, totaling 25 questions.

🢂 Detailed criteria and results interpretation will be provided at the end of the assessment.

🢂 Upon assessment submission, you’ll instantly receive free customized feedback and strategy.

🢂 Invest 10 minutes in this assessment, gain years of process optimisation wisdom.

Please select your industry. This will help us provide benchmark data for your industry-specific Business Processes Maturity Levels.

Section 1 : Process Documentation and Standardization

1.1 How well are your organization's core business processes documented?

No formal documentation exists

Some processes are documented, but not consistently

Most core processes are documented, but may not be up-to-date

All core processes are well-documented

Comprehensive, standardized documentation exists for all processes, including variations and exceptions

Section 1 : Process Documentation and Standardization

1.2 To what extent are your processes standardized across the organization?

Processes vary significantly across departments or locations or key accounts

Some attempt at standardization, but significant variations persist

Core processes are mostly standardized, with some allowed variations

High level of standardization across all core processes

Full standardization with a formal process for managing necessary variations

Section 1 : Process Documentation and Standardization

1.3 How accessible is process documentation to employees?

Documentation is not readily accessible

Documentation is available but difficult to find or use

Most documentation is accessible, but may require special access

All documentation is easily accessible to relevant employees

Comprehensive, user-friendly process repository available to all employees, with intuitive search and navigation

Section 1 : Process Documentation and Standardization

1.4 How often are your documented processes reviewed and updated?

Rarely or never

Occasionally, usually when problems arise

Annually for most processes

Regularly scheduled reviews for all core processes

Continuous review and improvement cycle, with real-time updates

Section 1 : Process Documentation and Standardization

1.5 To what extent do employees follow standardized processes?

Processes are rarely followed consistently

Some processes are followed, but adherence is inconsistent

Most employees follow core processes most of the time

High adherence to standardized processes across the organization

Near-universal adherence, with a culture of continuous improvement

Section 2 : Process Performance Measurement

2.1 How do you measure process performance?

No formal measurement in place

Basic metrics for some processes, mostly output-focused

Regular measurement of key processes, including some efficiency metrics

Comprehensive set of metrics for all core processes, including quality and customer satisfaction

Advanced metrics system with real-time monitoring, predictive analytics, and cross-process KPIs

Section 2 : Process Performance Measurement

2.2 How frequently is process performance data collected and analyzed?

Rarely or never

Occasionally, usually for troubleshooting

Monthly or quarterly for key processes

Weekly for all core processes

Real-time data collection and analysis for all processes

Section 2 : Process Performance Measurement

2.3 How are process performance targets set?

No formal targets

Arbitrary targets set by management

Targets based on historical performance

Targets aligned with strategic goals and industry benchmarks

Dynamic, data-driven targets that adjust based on internal and external factors

Section 2 : Process Performance Measurement

2.4 How is process performance data used in decision-making?

Rarely considered in decision-making

Occasionally referenced, primarily for problem-solving

Regularly reviewed in management meetings

Integral part of strategic planning and operational decisions

Embedded in all levels of decision-making, with AI-assisted insights and recommendations

Section 2 : Process Performance Measurement

2.5 To what extent is process performance visible to employees?

Performance data is not shared with employees

Limited data shared on an ad-hoc basis

Regular performance updates for key processes

Comprehensive performance dashboards accessible to all relevant employees

Real-time, role-specific performance data integrated into daily workflows

Section 3 : Process Improvement and Innovation

3.1 How does your organization approach process improvement?

Reactive, addressing issues as they arise

Occasional improvement projects, usually initiated by management

Regular improvement initiatives for key processes

Continuous improvement program covering all core processes

Proactive, data-driven improvement culture with employee-led initiatives

Section 3 : Process Improvement and Innovation

3.2 What methodologies are used for process improvement?

No formal methodology

Basic problem-solving techniques

Some use of established methodologies (e.g., Lean, Six Sigma)

Consistent application of multiple complementary methodologies

Advanced, tailored methodology integrating best practices from multiple frameworks

Section 3 : Process Improvement and Innovation

3.3 How are employees involved in process improvement?

Minimal involvement beyond executing processes

Suggestions occasionally solicited from employees

Employees regularly contribute ideas and participate in improvement projects

Cross-functional teams lead improvement initiatives

All employees trained and empowered to drive continuous improvement

Section 3 : Process Improvement and Innovation

3.4 How does your organization foster process innovation?

Little to no focus on innovation

Innovation limited to technology upgrades

Periodic brainstorming sessions for process innovation

Dedicated resources for process innovation, including piloting new approaches

Innovation lab or incubator for radical process redesign, leveraging emerging technologies

Section 3 : Process Improvement and Innovation

3.5 How are process improvement results measured and communicated?

Results are not formally measured

Basic before/after metrics for major projects

Regular reporting on improvement project outcomes

Comprehensive tracking of improvement impacts on overall process performance

Real-time visualization of improvement impacts, with predictive modeling for future initiatives

Section 4 : Process Governance and Ownership

4.1 How clearly defined are process ownership roles?

No formal process owners

Process owners assigned for some key processes

Process owners defined for all core processes

Clearly defined roles and responsibilities for process owners across all levels

Mature process ownership model with strategic and operational owners, supported by cross-functional governance

Section 4 : Process Governance and Ownership

4.2 How effective is your process change management?

Changes made ad-hoc with little coordination

Basic change control for major process updates

Formal change management process for all core processes

Comprehensive change management system with impact analysis and stakeholder engagement

Adaptive change management framework with real-time collaboration and automated impact assessment

Section 4 : Process Governance and Ownership

4.3 To what extent is there executive support for process management?

Limited awareness or support at executive level

Some executive awareness, but not a strategic priority

Executive sponsorship for major process initiatives

Strong executive support with regular involvement in process governance

Process excellence is a core part of organizational strategy, championed by C-suite

Section 4 : Process Governance and Ownership

4.4 How well-defined is your process governance structure?

No formal governance structure

Basic governance for major processes or projects

Process council or steering committee for core processes

Multi-tiered governance structure aligning process management with organizational strategy

Advanced governance model integrating process, data, and technology management

Section 4 : Process Governance and Ownership

4.5 How are process-related decisions made?

Decisions made in silos with little consideration of process impacts

Some cross-functional input on major process decisions

Regular cross-functional meetings to discuss process changes

Data-driven decision-making process with clear escalation paths

AI-assisted decision support system integrating process performance, risk, and strategic alignment

Section 5 : Process Technology and Automation

5.1 To what extent are your processes supported by technology?

Mostly manual processes with basic digital tools (e.g., spreadsheets)

Some standalone software applications for specific processes

Integrated systems covering most core processes

Enterprise-wide process management platform

Advanced digital ecosystem with AI, IoT, and predictive capabilities

Section 5 : Process Technology and Automation

5.2 How automated are your core business processes?

Minimal automation, mostly manual work

Basic automation of simple, repetitive tasks

Significant automation of standardized processes

High level of automation across complex processes, including decision-making

Intelligent automation with self-optimizing processes and cognitive technologies

Section 5 : Process Technology and Automation

5.3 How well integrated are your process-related systems?

Minimal integration, mostly siloed systems

Some point-to-point integrations between key systems

Integrated core systems with some manual data transfer

Highly integrated ecosystem with automated data flow

Fully integrated, event-driven architecture with real-time data synchronization

Section 5 : Process Technology and Automation

5.4 How do you leverage data analytics in process management?

Minimal use of data analytics

Basic reporting and dashboards for key metrics

Regular use of descriptive and diagnostic analytics

Advanced analytics including predictive modeling

Pervasive use of prescriptive and cognitive analytics, including machine learning

Section 5 : Process Technology and Automation

5.5 How agile is your process technology infrastructure?

Rigid systems that are difficult to change

Some flexibility, but changes require significant IT effort

Configurable systems allowing for business-led changes

Highly adaptable platforms supporting rapid process modification

Self-adapting systems that evolve based on changing business needs and emerging technologies

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Welcome to your Business Processes Maturity Self-Assessment.

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