Maturity Timeline

The paradox is that by not pursuing profitability to the exclusion of all else, the Great Engine companies in their Golden Age would achieve enormous increases in value...whereas, by single-mindedly pursuing profit...these same companies and their successors actually created less genuine, lasting wealth; indeed, they would often destroy it.
The Puritan Gift, by Kenneth & William Hopper

The maturing of modern management is a very long story…

Maturity as a management concept actually has a long history. This timeline shows how the Maturity Institute evolved and its response to some major influences on management thinking.

Key milestones on the road to organizational maturity

  • 2020 Redburn Purpose ESG alliance with MI and OMS LLP
  • 2019 Cambridge Judge Business School study
  • 2018 KBA assimilation of Organizational Maturity into Bow Wave Analysis
  • 2017 Hermes Investment Management sponsors ‘Banking Gvernance & Culture Report’.
  • 2016 Harvard Pensions & Capital Stewardship Program completes MI Orientation
  • 2015 OMINDEX launched alongside ‘IoD Good Governance Index’
  • 2014 MI presentation to CFA on ESG
  • 2013 MI launched in February 2013
  • 2012 Original founders explore the concept and practicalities of a new, professional institution for leadership and management

2020

  • Redburn Purpose adopts OMINDEX® as a cornerstone of its ESG platform and 24 equity analysts become trained in OMINDEX® analysis
  • OMINDEX® becomes a Registered Trade Mark, in the name of Organizational Maturity Services LLP, at the UK Intellectual Property Office

2019

  • University of Cambridge Judge Business School commences study focusing on OMINDEX and Total Stakeholder Value and how ownership affects value outcomes

2018

  • Maturity begins to be factored into company valuation

2017

  • MI launches its global Banking Governance & Culture Project
  • MI Value management System incorporates performance management
  • MI approves OMINDEX as its official measurement system for organizational maturity. OM30 made available as open source document in order to facilitate wider learning (under its SIP protocol)
  • MI’s measure of Total Stakeholder Value (TSV) created
  • MI CEO Remuneration Model launched
  • MI develops whole system management ‘Subject Leads’

2016

2015

  • MI adopts the term “Human Governance” as the all embracing discipline through which mature management practice is developed
  • A seminal moment is witnessed at the London Stock Exchange as OMS LLP presents its methodology to investment professionals who begin to recognize the nature and magnitude of effective human capital management
  • OMRs (organizational maturity ratings) are launched in conjunction with the first universal template for human capital reporting – the OM30 question set.
  • The world’s first company and industry sector reports are produced for the investment community
  • OMINDEX® is used for the first time to provide ratings data for the IoD’s inaugural “Good Governance Index”

2014

  • Professor David Collings publishes ground-breaking, academic paper “Towards Mature Talent Management: Beyond Shareholder Value” in HRDQ
  • MI has Associates in Australia, Chile, Iceland, Ireland, Portugal, Sweden, US and UK and has made keynote presentations to audiences in Australia, the Czech Republic, Denmark, Ireland, Norway, Singapore, UK, UAE and USA.
  • Kearns and Woollard set up OMS LLP (Organizational Maturity Services) to build the market for mature management practice.
  • OMS LLP is introduced to S&P agency and decides to mirror credit rating scale. MI starts to shift the maturity dialogue into the financial and investment communities through initial presentation to CFA and pension funds.
  • HR Magazine recognizes MI’s work by including Dave Collings and Paul Kearns in its ‘HR Most Influential‘ rankings.
  • The first PhD in HR maturity is supervised at Simon Fraser University, Vancouver, Canada.
  • MI’s Academic Panel attracts world renowned academics Professors Jaap Paauwe and Paul Boselie
  • MI approves OMS LLP to carry out Organization Maturity Ratings
  • Rob Scott completes MI’s first, official maturity project for New South Wales State Water company

2013

  • MI appoints its first group of Associates
  • Woollard completes first comprehensive human capital risk assessment, using the maturity framework, with private sector healthcare provider
  • Woollard completes pilot maturity assessment with major transport sector organisation
  • MI’s website launched in February and first Orientation Programme is run in September.

2012

  • Asta Bjarnadottir joins the team to form the Institute’s first Council. Professor David Collings is appointed as Principal Academic to set up its Academic Panel.
  • Kearns, Scott and Woollard discuss how to develop mature thinking and practice in human capital management. They agree to establish a brand new professional institution – the Institute of HR Maturity (the name changed to Maturity Institute in July 2014)
  • Kearns gifts his ‘HR Maturity Scale’ to the Institute to encourage further research and usage on a common platform.

2010

Kearns continues to teach his MBA course on ‘HR Strategy’ and alumni apply the lessons on assignments with local businesses in Iceland and early signs of adoption appear of mature thinking and people management practice.

2008

The Puritan Gift

The Puritan Gift becomes an FT best seller with its ‘25 Management Principles’ 

2007

Stuart Woollard sets up the Management Learning Board at King’s College London to bring research evidence into organizational decision making

2005

  • First, prototype, organization maturity ratings presented to the HR profession by Kearns in Personnel Today.
  • The world’s first, academic research study, based on the ‘HR Maturity Scale’ is undertaken by Reykjavik Business School. Their findings from 118 organisations – “Diagnosing the maturity of human resource management in the organization.” – are presented by Ásta Bjarnadóttir and Finnur Oddsson at the annual conference of the Society for Industrial & Organizational Psychology
  • Asta Bjarnadottir invites Kearns to deliver the ‘HR Strategy’ course on the MBA programme at Reykjavik Business School.

2004

  • In the wake of the failed Accounting for People Report, Kearns is commissioned by Personnel Today to write its first ‘One Stop Guide’ to ‘Human Capital Management’ and reporting 
    HCM guide cover2
  • Professor Jaap Paauwe identifies societal role for HR functions & organisations in his book HRM & Performance
  • Rob Scott in Australia independently starts to explore the concept of HR maturity and how it can be applied in practice. Begins initial development that eventually made a significant contribution to ARC  – the maturity assessment tool.
  • Ásta Bjarnadottir, Assistant Professor (HR) at Reykjavik Business School is drawn to the Maturity Scale and invites Kearns to speak at the annual Cranet (Cranfield University HR Survey) Conference they are hosting.

2003

Kearns’ book ‘HR Strategy: Business Focused, Individually Centred’ (Butterworth Heinemann) officially introduces the ‘HR Maturity Scale’ as a means for gauging the effectiveness of both HR and business strategy.

Kearns becomes a regular commentator and contributor to Personnel Today

2002

Kearns collaborates with Dean Spitzer of IBM to discuss ideas on maturity and measurement. Spitzer illustrates the similarities to the CMM and P-CMM & Kearns transforms his HR effectiveness scale into the ‘HR Maturity Scale’.

2001

During the intervening years, of action-centred research on HR effectiveness by Kearns (while running his consultancy Personnel Works), Kearns further develops the concept and framework of an objective scale for gauging relative HR effectiveness within companies.

1995 onwards

  • Academics begin to produce widely-recognised studies identifying links between HR & organizational performance
  • The People Capability Maturity Model evolves from the CMM
  • Kearns’ presents his ‘HR Measurement Scale’ at IIR conference ‘Measuring and Monitoring the HR Function’ (3rd & 4th April).
  • Kearns presents workshop on his ‘Human Resource Management Scale’ at IIR’s ‘Developing Strategic Performance HR Measures’ event. (15th November)
  • Kearns starts writing series of Financial Times (Prentice Hall) books on ‘Measuring HR and the impact on the bottom line’ (1995); ‘Maximising your ROI in Training’ (2000); ‘Measuring and Managing Employee Performance (2000 and subsequently translated for Chinese edition.)

1994

Maturity is recognized as an organizational issue, with a particular emphasis on software projects, with the advent of the ‘Capability Maturity Model (CMM): Guidelines for Improving the Software Process’ published by the Software Engineering Institute

1992

TQM heralds the dawn of a new era in people management. The role of HR departments starts to shift and measurement becomes a key issue.

1993

Kearns sets up PHIRM (Profitable Human Investment & Resource Management – an early prototype for what eventually became the Maturity Institute in 2013) and presents at Personnel Today’s conference ‘Proving the worth of the Personnel Function’. His first, draft version of the an ‘HR effectiveness scale’ is explained.

1991

Kearns researches Toyota and its effectiveness vis a vis other manufacturers in the era of Total Quality Management, synonymous with the Toyota Production System and copied by firms around the world.

1990

While working in an automotive supply chain manufacturer Paul Kearns is introduced to the Toyota Way. The difference between their management philosophy with its emphasis on relationships, compared to the largest US auto manufacturers, is stark and compelling.

1986

Deming’s ‘14 Points’ published in ‘Out of the crisis’ and “Knowledge of psychology: concepts of human nature.” becomes a critical element in Deming’s “System of Profound Knowledge”

1979

Quality Management Maturity Grid published in Philip Crosby’s ‘Quality is free’

1947

Deming brings his quality thinking to Japan as it is rebuilt after WWII

1937

The Toyota Motor Corporation is born and the Toyota Production System – based on never-ending improvement and PDCA gradually emerges. Read ’50 Years in motion’ by Eiji Toyoda

1928

Walter Shewart introduces ‘The New Way’ in management with the PDSA cycle (Plan, Do, Study, Act)

1630

The Puritan Migration to America – modern management, as a discipline based on the values of creating ‘a little heaven on earth’, is born. Read ‘The Puritan Gift’ by Ken and Will Hopper (see review of the greatest management story ever told) for a complete review of American management from 1620 to the present day.

 

Next

MI Council