Creating Capability Maturity Model for Agile Transformation Excellence

As organisations are challenged with volatility, uncertainty, complexity and ambiguity (VUCA), de-veloping Agile capabilities becomes first priority for most organisations to innovate and disrupt entire markets. A great number of companies, however, face significant challenges to effectively manage or-ganisational change while developing Agile capabilities. In this paper-in-progress the author adopts Design Science approach and develops an artefact - Capability Maturity Model (CMM), which prom-ises to solve abovementioned challenges. Although maturity models (MMs) are an established instru-ment to devise development paths, currently available Maturity Models often focus on the control of certain capabilities (doing things right) rather than on developing the necessary capabilities in a se-quence appropriate for a given type of organization (doing the right things) (Winter, R., Aier, S., 2019). Therefore, the proposed artefact will focus on devising capability development sequences that correspond to organisational learning, rather than control levels. In particular, such management tool will help organisations (1) to assess the current maturity of their Corporate Agility capabilities, (2) to create a basis for defining their target state, (3) to enable fact-based communication with a large group of stakeholders concerning organisation’s agility transformation, and (4) to derive concrete measures (roadmap) for directed improvement of the capabilities.