Process and Enterprise Maturity Model

The Process Audit.
By: Hammer, Michael,
Harvard Business Review,
Apr 2007, Vol. 85, Issue 4


Redesigning work as business processes that run from end to end across an enterprise leads to radical improvements in performance, but it is terribly tough to manage.

A new framework, based on extensive research and tested by a consortium of large companies, helps executives plan process-based transformations, track their progress, and identify roadblocks.

The framework, called the Process and Enterprise Maturity Model (PEMM), centers on five characteristics that enable any process to perform well on a sustained basis and four enterprise capabilities that allow processes to take root in organizations.

Michael Hammer (michael_hammer@hammerandco.com) is the founder of Hammer and Company, a management research and education firm based in Cambridge, Massachusetts.