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Maturity Model – A Roadmap

to Meetings & Events ROI The term ROI strikes confusion and even fear in many event

professionals. Where to start, what to measure, how to do it and why?

A Maturity Model is a visual diagram and tool for self-evaluation and

establishing a roadmap to achievement in excellence – in this case

meeting and event ROI.

A Metrics2Meetings White Paper

www.corporateeventsandmeetings.com

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What Is A Maturity Model?

Maturity Models are readily used in various industries. They visually represent “Maturity”. It’s a sliding

scale - generally from bottom left (low maturity) to top right (high maturity). The model presumes that

highest maturity achieved creates highest value. It gauges an organization, process or program’s

maturity in a number of categories and can help identify areas of improvement opportunities. It’s

actually a simple visual diagram that often looks like a report card or an excel table.

Some Frequently Asked Questions About Maturity Models: #1: Is the goal to be at highest maturity? Maybe – I say pick your battles. Getting to the highest maturity can be prohibitive in some cases. Not every program warrants absolute “maturity” or the same resource allocations– every time, every program. You would not put the same effort or process controls in place for a department team meeting of 10 staff members as you would the annual customer conference with 1500 people. It is an evaluation tool.

#2: What are the criteria for developing maturity levels? The criteria are based on recognized industry language, standards and best practices. Maturity models use descriptions & classifications to represent groupings of information (attributes, activities or results) within a program. Using the header labels along both the X & Y axis of the grid, detailed content is then populated within each cell to represent the intersection or definitions related to level of maturity. Think of it as an “If, then…” format. Ultimately – a reader follows the X & Y axis and says – “oh, here I am”. You are looking for the best possible match, not an exact match - but the one that is the closest representation. It is not uncommon to recognize multiple “maturity levels” within a specific category.

#3: Isn’t this all just subjective opinion? Not really . . . There will be some subjective elements, terminology and room for interpretation. However, in this example (intended to roadmap ROI for meetings and events) – we have applied The ROI Institute’s language, methodologies and activity descriptions in context of event & meeting programs. While you may need to adapt some language to specific industries or program formats – the model is intended to be inclusive and applicable to all event and meeting types. #4: Who decides current level of maturity? You, me, him, her and all of the above . . . While any individual can quickly self-identify within the model, it is a great tool for opening a dialogue with a colleague, team or management. Use it to reflect on historical performance and also pinpoint opportunities for growth and improvement. The diagram focuses on maturity of processes, activities and results – therefore takes the focus away from people. An interesting exercise is to have individuals

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self-evaluate and then compare their assessments with one another. Are there discrepancies or perception issues that need to be addressed first?

What Now? How Do I Use The Maturity Model? Identify then prioritize. Maturity models are effective tools for structuring barriers and opportunities, identifying gaps, creating dialogue and prioritizing next steps. One of the most insightful parts of the maturity model is not the labels or headers, but rather the high-level structure or “buckets” of attributes, activities or results organized for easy evaluation. After identifying your current maturity – you have a visual roadmap and description of improvement opportunities.

(A full detailed version appended at end of document)

Maturity Descriptions (Top Horizontal Headers): The descriptive category headers across the top

horizontal stair step are subjective terms commonly used in maturity models to describe a level of

“maturity”. A program, process or organization that is of low maturity would be described as “Ad-Hoc”,

whereas highly mature is described as “Optimized”. The following are the expanded definitions of these

headings featured in the Meetings and Events ROI Maturity Model. They are intended to describe key

attributes of a program, organization, process, culture or priorities.

Ad-hoc Reactive task & program management with minimal controls or data collection.

Repetitive behaviors and processes. Success attributed to budgetary management.

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Planned Service oriented approach focused on attendee & stakeholder satisfactions. Key

success criteria based on feedback. Business value as coincidence.

Defined Disciplined program development and management. Defined outcomes. Participants

engaged. Value Initiative.

Managed Evolving strategically aligned programs with maturing design, data analysis and value.

Aligned Excellence in strategic business impact, value and communications.

Optimized Organizational contributor generating optimal ROI.

Program Development Phases (Left Vertical Axis). These are the standard “phases” of program

development in meetings and events as described by The ROI Institute. Beginning with Evaluation and

Planning down to Reporting (top to bottom on model). Each of these phases includes key actions,

strategies or results for optimizing program performance and ROI. Described horizontally across the

maturity matrix, a “Low Maturity” would fall into the “Ad-Hoc” descriptive, whereas “Highly Mature”

would be described as “Optimized” for that specific phase.

ROI Chain of Impact (Bottom Horizontal Axis). The following are definitions from The ROI Institute of

the Chain of Impacts and types of data captured for a project or program:

1. Input: High level project data – typically in the form of scope, quantities, cost, efficiencies, etc… 2. Reaction: Data that reflects how the participants/stakeholders reacted to the project and if

they found it relevant and valuable. 3. Learning: Data that determines how much the various participants/stakeholders have learned

to make the project successful. This is usually measured in skills, knowledge and changes in attitudes.

4. Application: Data that describes what participants/stakeholders must do differently to make the project successful. This is measured by the application of skills or knowledge and the execution of tasks, action items, processes and technology.

5. Impact: Data that involves the consequences of the application expressed in measures, such as productivity, sales, quality, cycle time, absenteeism, turnover, customer satisfaction and employee engagement.

6. Return on Investment: Data consisting of the monetary value of the business impact described above (#5) compared to the cost of the project.

Note: These six data sets are captured as a chain of impact for a positive ROI. Any program can be evaluated along this chain of impact and the evaluation can stop wherever is appropriate; however, it must go through all six data sets for ROI.

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Getting Started…

Scan the diagram. Start with the evaluation & planning development phase. Reading left to right –

identify which description best fits. There may be variables among individual events compared to a

“portfolio” of programs. (You chose if you are evaluating a single program or across the board.) Circle

the one that best describes your program(s).

Rinse and Repeat. Repeat this process down each of the development phases – ending with Reporting.

You’ll end up with something

that may look like this

diagram. You might be in a

single category such as

“Defined” – but more than

likely will be represented in

varying categories or

maturities in each program

phase. Naturally - some are

more mature than others.

Ultimately you will have a

diagram of current maturity

and an associated label or

blended label - such as

“Defined/Managed”.

Now - just look horizontally to the right of each circle and you have identified opportunities for

improvement. The further right you move, the more maturity achieved. For programs warranting a full

ROI evaluation, the end goal is to have associated attributes, actions, strategies and results in all

program development phases located in the “Optimized” category. This is your roadmap. By definition

of the ROI Methodology – you now have the appropriate data, control mechanisms and ability to

calculate an accurate Return On Investment.

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Summary

I’d like to leave you with a bit of personal advice … It’s not about a number derived from a mathematical

measurement of value – it is ultimately measuring what is of value. Not to sound over cliché-ish, but it

really is about the journey. While there is a lot of hype, excitement, fear, angst and a few other choice

descriptions of ROI Methodologies - the point of calculating ROI is really about strategies to optimize

performance and results. Think of it more as a framework for highest probability to achieve a

maximum payback on the invested resources. By going through the process it forces you to measure

what matters. We could spend countless hours capturing 1000’s of data points. If you prioritize on what

matters (objectives and desired results) and focus on these – by default you will develop programs that

optimize performance and measurable value to the participants, stakeholders & business.

About the Author

Chris Kirchner at Metrics2Meetings is an event strategist and consultant on ROI and business impact. A

20 year veteran in the events and meetings industry, Chris utilizes the ROI methodologies to consult

with clients on how to optimize & measure business results in their programs. Combined with

Metrics2Meetings’ program life-cycle strategies – Metrics2Meetings ensures clients achieve and

demonstrate greater value from their meeting, event and incentive programs.

Chris Kirchner

Event Strategist and Consultant

info@corporateeventsandmeetings.com

© 2013 Metrics2Meetings. All rights reserved. This material may not be reproduced, displayed, modified

or distributed without the express prior written permission of the copyright holder. For permission, contact

info@corporateeventsandmeetings.com

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