An organisation maturity audit that shows what to fix first, and proves progress

Who it is for

• Chief executives and leadership teams who sense the organisation is underperforming but disagree on why.
• Boards, owners and investors who want independent assurance about organisational capability.
• Heads of people and HR who want to show, with evidence, where investment is needed and what has improved.
• Owners of growing businesses who want to know what to fix first without commissioning a large programme.

It makes most sense when several explanations for underperformance are competing, when you are about to invest in a restructure, a new system or a reward overhaul, or when you have made changes and want to know whether they worked.

The Organisation Maturity Model

The audit evaluates your organisation against our Organisation Maturity Model: 42 capabilities in six domains.

1. HR role and foundations: the infrastructure everything else depends on. HR strategy; HR budget; HR function design; HR team and service model; HR governance; HR policy and process; HR technology.
2. Strategic workforce planning: building the team you will need, rather than scrambling to replace the one you are losing. Workforce strategy; environmental scanning; workforce analytics; skills and competency frameworks; supply and demand analysis; critical roles and succession; gap analysis and action planning.
3. Compensation and benefits: the most visible signal of what, and who, an organisation values. Reward strategy; job evaluation and grading; fixed compensation; variable compensation; benefits and non-cash reward; reward communication; leadership and executive reward.
4. Acquire new talent: choosing candidates rather than settling for whoever is left. Strategic sourcing; employer brand and EVP; talent sourcing; assessment and selection; onboarding; critical and leadership hiring; hiring effectiveness analytics.
5. Enable organisational effectiveness: the operating environment that decides whether good people can do their best work. Organisation and job design; governance design; culture; employee relations; employee engagement; employee wellbeing; organisation effectiveness analytics.
6. Maximise potential: whether your best people build a career with you or somewhere else. Performance management; career and mobility; succession; high-potential talent; manager and leadership development; learning and development; L&D effectiveness and investment.

We follow where the thread takes us. If a capability gap turns out to sit in how work flows between teams and systems, the audit follows it into the work and technology side of the organisation.

Explore the model

Select a domain to see its capabilities and why it matters.

Seven lenses, applied the same way every time

Every capability is examined through the same seven evidence lenses: intent, design, governance, execution, evidence, outcomes and improvement.

In plain terms: do you know what you are trying to achieve, have you designed for it, is it governed, is it actually done, can you show it, is it working, and do you learn from it? A policy that exists on paper but is not applied looks very different from one that is lived and improved.

Because the same 42 areas are measured the same way every year, results are comparable over time. “We think we have improved” becomes “we can prove we have improved”.

The structure of the model is public. The scoring method, weightings and workbooks stay with us; the value is in how the assessment is done.

No organisation needs to excel at all 42

The aim is not a perfect score but a sustainable performance envelope for your strategy, size and resources. The work runs as a cycle:

1. Measure all 42 capabilities, consistently and independently.
2. Prioritise gaps by impact, risk and dependency, so you have a short list rather than 42 competing projects.
3. Build: we supply the specialist depth you do not carry in-house, and coach your own people so the capability stays with you.
4. Reassess with the same model, to show what has moved.

What you come away with

• A view of your organisation across all six domains and 42 capabilities.
• A prioritised action plan, sequenced by impact, risk and dependency.
• A baseline against which the next audit can measure progress.

Covering both practices

The 42 capabilities describe how people and organisations perform. Where the evidence points to how work flows, who or what does each task, or how decisions are governed, our Technology practice joins the picture, so you get one view of the organisation rather than separate people and IT reviews that never meet.