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MINCE – A Framework for Organizational Maturity How fast can your organization adapt to the ever changing environments?

MINCE introduction


Assessment of Organizational Maturity is becoming a very popular technique. This site explains how most organizations need to achieve and maintain the competitive ability to meet and take advantage of change. Skills, technical ability, processes all must be in place to achieve competitive advantage. Many companies aspire to 'maturity' in these areas; others use well documented and successful frameworks and approaches in specific areas of the organization.

However it is clear that 'maturity' and all the benefits it delivers cannot be limited to just one department in an organization or just one discipline. MINCE, a framework for achieving organizational maturity, takes the approach that maturity is in effect the sum total of a corporation expressed in terms of the people within it and how they deliver – regardless of whether requirement in HR, technical, Customer Service or Governance.

MINCE therefore descibes an overall approach to maturity: the advantage is that organizations can finally identify and assess their ability to deliver change in terms of their overall ability – in other words how their customers see it.

MINCE identifies six 'pillars' of maturity:

  1. People;
  2. Methods and Techniques;
  3. Customer;
  4. Realization;
  5. Knowledge;
  6. Supporting Services.

These pillars can be assessed across departments and across organizations using the following criteria:

  1. Leadership;
  2. Staff;
  3. Policy;
  4. Means;
  5. Instructions.

Depending on the nature of the business, organizations can decide how important these pillars are and how much to invest in order to improve the maturity scores.

As soon as the organization starts using the MINCE measurement toolset, management will gain insights in:

  • maturity of the organization;
  • skills of the staff;
  • abilities of the organization's customer chain;
  • effectiveness of the organizaion's projects;
  • the way the organization benefits from past lessons learned, and
  • ability to adapt to change.

Organizations are not simple; if they were, assessment and implementation of change wouldn't be as difficult as they so clearly are for many. MINCE takes the complex mix of people, skills, process approach and technical ability and describes a common-sense and easy to understand approach that is relevant for all. Its well thought-out approach provide a much needed solution to many organizations seeking tot make the leap from a simple silo delivery to real organizational achievement.

MINCE clearly explains how to measure and improve project maturity in your organization. An admirably holistic view on providing pragmatic results.

Bram ReindersNuon Netherlands

This is what prof.dr.mr. Steven ten Have, Professor of Strategy and Change at the Vrije Universiteit (Amsterdam) wrote about MINCE:

As Peter Drucker says the first duty and the continuing responsibility of the manager is to strive for the best possible economic results from the resources currently employed or available. An implication of this duty is that the manager has to work in a purposeful and systematic way. In doing this the use of validated methods and proven concepts has to be preferred. Experience and intuition are of great value in the world of management and organization but have to be reserved for cases and questions which can not be tackled by using knowledge and grounded models. MINCE, the central concept of this approach, is intended to the repertoire of the managers who choose to work to contribute in a systematic way when delivering their responsibilities. MINCE focuses on the ability of organizations to adapt to environmental changes. The focus of this method is on organizations with a project orientation. With its contribution to the systematic development of an effective interaction between the internal organization and the external environment, MINCE builds on a strong tradition which is based on both organizational theory and pragmatic models like the EFQM-model. MINCE combines the attention for crucial organizational aspects with the notion of maturity levels. In doing this it provides practitioners with an alternative model with which to deal with organizational development and market changes in a systematic and structured way, especially in project environments.