A core part of the Lumus process is to gain an understanding of the maturity of organisations to work on a much more collaborative and integrated basis. This is based on the lessons learned on an international level to implement changes on a phased manner, linked to an exponential improvement in performance.  For example, an organisation that is still in the silo phase, with limited internal alignment, will find it challanging to look at cross-organisational alignment. It is not easy to run if you are still trying to walk.

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This information is used for the management team to understand where they are in this journey and, more importantly, to understand what they are ready to do next.  It is especially to organisations to not embark on initiatives, or sometimes fads, which they are not ready for.  In combination with an end-to-end process review, this information is used to determine the critical few changes that can be made now, which impact the organisation.  Yet, it also provides a roadmap for the top management team for longer-term improvement opportunities.

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A key issue within the construction sector is that the bulk of organisations still find themselves in the silo phase, where there usually is a very high level of resistance to change.  Infrastructure-owner organisations, for instance, local government organisations, often also operate on a silo-basis, which has a highly detrimental impact on performance throughout the supply chain.  Based on the maturity or readiness of organisations at that stage, starting with the right steps that deliver value quickly.

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While Lumus can facilitate this evaluation process, it usually is ideal for a trained internal champion to take ownership of the assessment.

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The maturity diagnostic, which has been developed on an international level with input from a wide range of organisations, is made available on a free-of-charge basis to participating organisations on a non-commercial and creative licence basis.

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In the case of corporate organisations, the diagnostic can also be used to gain visibility and support change across numerous internal teams and business units.  The same applies to construction alliances and collaborative initiatives to gain an understanding of each player and how the organisations can better work together.

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The maturity diagnostic is ideal for the following:

• For the management team to gain an understanding of where the organisation is and avoid doing things that it is not ready for. Specifically, many organisations in the construction sector wish to enter into alliance agreements when they are not internally ready for this.

• It provides a roadmap to accelerate organisations towards much higher levels of alignment with clients and their own key contractors to create significantly more value.

• To mitigate risk.  The maturity diagnostic is an ideal mechanism to gain a much deeper understanding of the performance of contractors and alliance partners to mitigate risk on a pro-active basis.  Having internal champions within the participating organisations helps to create a network of people to improve performance on a collaborative basis. 

• To drive large-scale change.  The maturity diagnostic serves as a common and free-to-use language to drive change across several organisations.

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