{"id":8489,"date":"2023-03-02T12:13:26","date_gmt":"2023-03-02T12:13:26","guid":{"rendered":"https:\/\/www.humatica.com\/?p=8489"},"modified":"2023-03-02T12:13:26","modified_gmt":"2023-03-02T12:13:26","slug":"crack-the-code-on-good-leadership-with-maturity-models","status":"publish","type":"post","link":"https:\/\/www.humatica.com\/de\/insights\/crack-the-code-on-good-leadership-with-maturity-models\/","title":{"rendered":"Crack the code on good leadership with maturity models"},"content":{"rendered":"

In a rare moment of frustration, mid-market investment manager Jan complained, \u201cwe agreed a full-potential plan with management. But now, a year in, implementation is delayed and we don\u2019t understand why\u201d. It\u2019s a common story. But, as an investment manager, how do you diagnose the root cause? Do you really understand how the portfolio company is being managed? Management decision-making processes and rhythms aren\u2019t codified. They are driven by the institutional knowledge of managers and employees based on their past experience. The information used for decision-making, and how it is utilized to initiate action, vary greatly between companies based on their past legacies and development. And, of all the aspects that define culture, management processes most directly drive a portfolio company\u2019s ability to implement the full potential plan.<\/p>\n

Investors implicitly assume that a leadership team who made it through a rigorous due diligence process understands what\u2019s needed to implement a new full potential plan. This is increasingly a flawed assumption. Given today\u2019s high multiples and ambitious value creation plans, leadership processes that were adequate in the past are more likely than not inadequate for the future: \u201cWhat got you there won\u2019t get you there\u201d.<\/p>\n

International expansion, accelerated revenue growth, faster innovation all have implications for management processes. Digitalization, AI and systems are also automating the access to information, and even pattern-recognition and decision-making that was done by managers. Technology is changing what best-practice leadership and decision-making processes look like.<\/p>\n

But, if leadership processes are tribal knowledge and not codified, how can an investment team and senior management know if the portfolio company\u2019s processes are adequate to master the implementation of a new value growth plan?<\/p>\n

Thankfully, a systematic audit of management process quality<\/a> based on a maturity model can be used to identify where leadership processes need an upgrade. Codified best-practice leadership processes in key functions and for different industries and firm sizes, enables identification of potential bottlenecks.<\/p>\n

Improving management processes used to mean hiring a manager from a company with the required institutional knowledge. However, this is fraught with risk as the right management processes are context dependent. Just because a leader proved him\/herself at P&G does not mean that he\/she knows what\u2019s needed for a mid-market buy-out.<\/p>\n

Management process maturity models are helpful in these cases because they codify what best practice looks like in a specific context and how it should be implemented in practice. Thus, saving the delay, additional cost and risk of replacing a manager.<\/p>\n

This article was originally published as the\u00a0Humatica Corner in Real Deals magazine<\/a>.<\/p>\n

 <\/p>","protected":false},"excerpt":{"rendered":"

In a rare moment of frustration, mid-market investment manager Jan complained, \u201cwe agreed a full-potential plan with management. But now, a year in, implementation is…<\/p>","protected":false},"author":4,"featured_media":8490,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":""},"categories":[8],"tags":[121,126,146],"class_list":["post-8489","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights","tag-leadership","tag-management","tag-maturity-models"],"acf":[],"yoast_head":"\nCrack the code on good leadership with maturity models - Humatica<\/title>\n<meta name=\"description\" content=\"Management process maturity models codify what best practice looks like in a specific context and how it should be implemented in practice.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.humatica.com\/de\/insights\/crack-the-code-on-good-leadership-with-maturity-models\/\" \/>\n<meta property=\"og:locale\" content=\"de_DE\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Crack the code on good leadership with maturity models - 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