Business Processes
Business Process Management Maturity — PEMM
How well your organization actually manages its processes — measured by PEMM, Michael Hammer's model published in Harvard Business Review.
The problem it solves
How many of your processes are documented? How many people follow what's been defined? Is there a process owner with real authority to improve them?
Most answer by guesswork: some processes mapped, others not; areas with indicators and areas without. Leadership declares support for BPM, but improvements depend on individual initiative.
What it assesses
What the assessment evaluates
Each dimension is assessed in depth — no critical area is left out.
Process Enablers
The elements that enable the execution and improvement of each process.
Enterprise Capabilities
The capabilities that sustain and promote process management in the organization.
The scale
The 5 maturity levels
Each dimension and the organization as a whole are placed at a clear level — color, number, and name.
No BPM practice: processes not mapped, with no formal owners or governance — entirely ad hoc operation.
Isolated BPM initiatives, without consistency: some processes documented, with no coordination or standardization.
Partially structured BPM: critical processes mapped, owners and basic indicators, with gaps in governance and culture.
Consolidated BPM: regular monitoring, process owners with real authority, and structured governance with reviews.
BPM excellence: processes managed in an integrated way, continual improvement, and a genuinely process-oriented culture.
Calibrated, not generic
Provenance and calibration
The analysis carries the reasoning of the reference frameworks — that’s what separates a calibrated assessment from generic advice.
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