Technical guide · Business Management
Business Management Maturity
Your company's management assessed end to end, across 9 dimensions — with the depth of FNQ's MEG combined with Baldrige, EFQM, and ISO 9004.
01 · The problemWhat this assessment solves
Every successful company reaches a point where it needs to know, honestly, where its management really stands — not in the board's perception, but in the reality of day-to-day processes, people, and results.
This assessment preserves the fundamentals of MEG and incorporates Baldrige, EFQM 2020, and ISO 9004:2018, adding what the classic models left out: a dedicated dimension for technology, innovation, and digital transformation.
02 · What it isWhat the model is
It assesses management end to end across 9 dimensions and 74 questions, converting each answer into a score by dimension and an overall maturity level, with analysis and an action plan.
It's not generic AI opinion: the analysis carries the reasoning of the world's most established excellence models, adapted to the reality of Brazilian companies.
03 · The scaleThe 5 maturity levels
Each dimension — and the organization as a whole — is placed at one of these levels, always with a color, number, and name.
The company runs on improvisation. Processes depend on people, not on standards; decisions come from intuition and leadership is buried in operations. Success depends on individual effort and the market, not on the quality of management.
First formal moves: some documentation, basic financial indicators, and hiring with simple criteria. Practices are still inconsistent across areas and depend on each manager's initiative.
Established structure: communicated mission and vision, documented strategies, standardized processes, and satisfaction surveys. The typical challenge is the gap between the documented and the practiced; technology and ESG are not yet strategic.
Professional, integrated management: strategy is deployed into balanced indicators, processes are controlled by data, customer experience is managed, people have development plans, and technology and ESG are strategic.
A management benchmark in the sector: adaptive strategy, innovation as a portfolio, advanced digital transformation, integrated and reported ESG, knowledge as an asset, and sustainable results with favorable benchmarking.
04 · The structureWhat the assessment evaluates
No critical area is left out. Each dimension brings together the themes evaluated by the assessment.
Leadership & Corporate Governance
Leadership, organizational identity, ethics, governance, and developing the next generation of leaders.
Strategy, Planning & Execution
Strategy formulation, balanced targets (BSC), tracked action plans, and the ability to review.
Customers, Market & Experience
Customer knowledge, relationship (CRM), satisfaction management (NPS), and loyalty strategies.
People, Culture & Development
Competency-based hiring, training, performance, health and safety, climate, culture, and D&I.
Processes, Operations & Quality
Standardization and BPM, indicators and continual improvement, suppliers, and financial controls.
Technology, Innovation & Digital Transformation
Innovation as a portfolio, digital transformation, data and analytics, and AI adoption with governance.
Society, ESG & Sustainability
Proactive legal compliance, environmental impacts, social responsibility, and ESG as a decision criterion.
Knowledge, Information & Intelligence
Secure information systems, knowledge management, and competitive intelligence through benchmarking.
Results & Organizational Performance
Results across four perspectives: customers, people, financial/operational, and society.
05 · HighlightsWhy apply this assessment
06 · AudienceWho it's for
07 · How to applyFrom questionnaire to plan
There are 74 questions organized into 9 dimensions and 36 themes, all mandatory — answer based on your current reality, not on what you plan.
In minutes you receive an overall score, by dimension and by theme, the maturity level, and an analysis with prioritized gaps and an initial action plan aligned to your level.
08 · ReferencesBased on international standards
In practiceWhat the assessment reveals
A B2B services company with 280 people and R$45 million in revenue considered itself well managed because it was growing. The assessment showed it was growing despite its management, not because of it.
Without the right indicators, we were making decisions in the dark.