( @Question01 + @Question02 + @Question03 + @Question04 + @Question05 + @Question06 + @Question07 + @Question08 + @Question09 + @Question10 + @Question11 + @Question12 + @Question13 + @Question14 + @Question15) / 45* 100 / 100

Transparency & visibility

Your organisation has limited visibility into how work currently flows across teams, locations, and systems. Core processes may exist mainly in people’s heads, local documents, outdated diagrams, or informal workarounds. This makes it difficult for non-specialists to understand how a process works, where responsibilities sit, or how handoffs between departments are supposed to happen. As a result, process understanding is often person-dependent, and different teams may describe the same process in very different ways.

A key priority should be making your most critical end-to-end processes visible. Start by identifying one process family that is business-critical, frequently repeated, or causing operational friction. Document how it works today, align the departments involved, and make that knowledge accessible beyond the individual experts who currently hold it.

((@Question01 + @Question02 + @Question03)/9)*100 / 100

Standardisation & consistency

Process standardisation is still at an early stage. Teams may use different modelling approaches, local formats, naming conventions, or no formal notation at all. Even when similar processes exist across multiple locations or business units, they are likely to be executed in different ways. Changes to processes may happen locally and unevenly, making it difficult to maintain consistency or ensure that improvements are rolled out across the organisation.

The next step is to introduce a simple, shared process standard. This does not need to be overly complex at the beginning. Define a common way to describe processes, responsibilities, handoffs, and key variations. Once this basic standard is in place, teams can begin comparing processes more reliably and reducing unnecessary local differences.

((@Question04 + @Question05 + @Question06)/9)*100 / 100

Centralisation & single source of truth

Process knowledge is fragmented and difficult to govern centrally. Information may be spread across personal files, shared drives, wikis, spreadsheets, diagrams, and disconnected tools. Because there is no trusted source of truth, teams often rely on colleagues or local knowledge to understand how a process works. This creates duplication, conflicting versions, and uncertainty about which information is current or authoritative.

Focus on creating a central home for your most important process knowledge. Start with the processes that are most relevant for transformation, compliance, customer experience, or operational efficiency. Even a partial central repository can create immediate value if it is clearly owned, maintained, and trusted by the teams who need to use it.

((@Question07 + @Question08 + @Question09)/9)*100 / 100

Governance & compliance

Process governance is likely informal, inconsistent, or only applied in selected areas. Ownership, review cycles, approvals, and versioning may not be clearly defined, which makes it difficult to know who is responsible for keeping process information current. Risk and control information may be managed separately from process documentation, often through manual files or spreadsheets. Audit preparation can therefore require significant manual effort.

Your priority should be establishing basic process governance. Assign clear owners to your most critical processes, define how often they should be reviewed, and document how changes are approved. Linking risks and controls to key processes will also help create a stronger foundation for compliance, audit readiness, and future GRC integration.

((@Question10 + @Question11 + @Question12)/9)*100 / 100

Automation & AI readiness

Your organisation is not yet ready to scale AI or automation safely across its process landscape. When processes are undocumented, inconsistent, or fragmented, automation can reinforce inefficiencies rather than remove them. AI initiatives may still be possible in isolated areas, but the broader foundation is likely too unclear to support reliable scaling. The risk is that AI accelerates existing process problems instead of creating lasting transformation.

The best next step is not to start with AI tooling. It is to strengthen the process foundation that AI would depend on. Make critical processes visible, standardised, centrally accessible, and governed. Once that foundation is in place, automation and AI opportunities can be assessed with far greater confidence.

((@Question13 + @Question14 + @Question15)/9)*100 / 100

( @Question01 + @Question02 + @Question03 + @Question04 + @Question05 + @Question06 + @Question07 + @Question08 + @Question09 + @Question10 + @Question11 + @Question12 + @Question13 + @Question14 + @Question15) / 45* 100 / 100

Transparency & visibility

Your organisation has started to document and clarify important processes, but visibility is still uneven. Some teams may have clear diagrams, process descriptions, or shared ways of working, while others continue to rely on informal knowledge or local documentation. Cross-functional understanding is improving, but different departments may still interpret the same process differently, especially around handoffs, responsibilities, or exceptions.

The next opportunity is to move from partial visibility to shared process understanding. Focus on the processes that cross departmental boundaries, because these are often where hidden friction and duplicated effort build up. Align stakeholders around a common view of how these processes work today, then make that view accessible to the wider business.

((@Question01 + @Question02 + @Question03)/9)*100 / 100

Standardisation & consistency

Your organisation has begun introducing process standards, but adoption is not yet consistent. A common notation, template, or modelling approach may exist, but teams do not always apply it in the same way. Some processes may be standardised across locations or business units, while others still vary significantly. Process changes can usually be rolled out for major initiatives, but details may drift during implementation.

The next step is to strengthen adoption of your process standard. Clarify what must be standardised, where controlled local variation is acceptable, and how changes should be communicated and maintained. This will help reduce inconsistency and create a more reliable foundation for scaling improvements across the organisation.

((@Question04 + @Question05 + @Question06)/9)*100 / 100

Centralisation & single source of truth

Process knowledge is beginning to move into shared systems or repositories, but fragmentation remains. Some domains may have a reliable source of truth, while others still depend on local files, conflicting documents, or informal expertise. Teams may know where to find process information in certain areas, but trust and usage are not yet consistent across the business.

Focus on improving both completeness and trust. A repository only becomes valuable when teams believe it reflects reality and use it as the reference point for decisions. Prioritise closing the most important gaps, removing duplicates, and assigning clear ownership for maintaining process content over time.

((@Question07 + @Question08 + @Question09)/9)*100 / 100

Governance & compliance

Governance structures are emerging, but they are not yet fully embedded. Process owners may exist for key areas, and review or approval processes may be applied to important changes. However, governance is likely inconsistent across departments, and risk or control information may still be managed separately from the process landscape. Audit evidence can often be produced, but it may require manual effort and coordination across different teams.

The next step is to make governance more systematic. Define a consistent lifecycle for process ownership, review, approval, and versioning. Where relevant, begin linking risks, controls, and compliance requirements directly to the processes they affect. This will improve traceability and reduce the effort required for audits or regulatory reviews.

((@Question10 + @Question11 + @Question12)/9)*100 / 100

Automation & AI readiness

Your organisation has started building the foundation for automation and AI, but readiness is uneven. Some processes may be documented, standardised, or automated in selected areas, while others remain fragmented or manually managed. This means AI and automation opportunities can be identified in pockets, but scaling them across the organisation may still require significant rework, integration effort, or stakeholder alignment.

Continue strengthening the underlying process foundation before expanding AI initiatives too broadly. Standardise high-value processes, connect process designs to the roles and systems that execute them, and identify where automation would create measurable value. This will help ensure that AI improves processes rather than scaling existing inconsistencies.

((@Question13 + @Question14 + @Question15)/9)*100 / 100

( @Question01 + @Question02 + @Question03 + @Question04 + @Question05 + @Question06 + @Question07 + @Question08 + @Question09 + @Question10 + @Question11 + @Question12 + @Question13 + @Question14 + @Question15) / 45* 100 / 100

Transparency & visibility

Your organisation has a strong and increasingly reliable view of its core processes. Key end-to-end processes are documented, easier to understand, and accessible to the teams that need them. Cross-functional understanding is generally strong, and most stakeholders can describe how work flows across departments with only minor differences. Process knowledge is no longer limited to specialist teams or individual experts.

The next opportunity is to make this visibility more actionable. Use your process transparency to identify recurring bottlenecks, handoff issues, ownership gaps, and improvement opportunities. Strong visibility is not just a documentation achievement. It should become a management capability that helps teams make better operational and transformation decisions.

((@Question01 + @Question02 + @Question03)/9)*100 / 100

Standardisation & consistency

Your organisation has established a solid level of process standardisation. Teams generally use a shared modelling approach, and many processes are executed consistently across locations or business units. Local variants are more likely to be deliberate and controlled rather than accidental. Process changes can usually be rolled out with confidence, although some manual coordination or local interpretation may still be required.

Build on this foundation by strengthening change control and reducing unnecessary variation. Where processes are already standardised, focus on making improvements repeatable and measurable. This will help transform standardisation from a documentation discipline into a scalable operating model for execution, automation, and continuous improvement.

((@Question04 + @Question05 + @Question06)/9)*100 / 100

Centralisation & single source of truth

Your process knowledge is largely centralised and increasingly trusted. Most key processes are stored in a shared repository or structured environment, and teams have a clearer understanding of where to find reliable process information. Links between processes, roles, systems, and responsibilities are becoming stronger, which helps connect documentation with operational reality.

The next step is to improve completeness, maintenance, and integration. A central repository creates the most value when it is current, connected, and actively used. Strengthen ownership, reduce remaining gaps, and connect process knowledge more closely to execution, governance, architecture, and performance management where relevant.

((@Question07 + @Question08 + @Question09)/9)*100 / 100

Governance & compliance

Your organisation has established meaningful process governance. Ownership, review cycles, approvals, and versioning are defined for many key processes, and governance activities are becoming more consistent. Risk and control information is increasingly managed in a structured way, and audit evidence is easier to produce for important or regulated processes. Manual effort may still be required, but governance is no longer purely reactive.

The next opportunity is to make governance more integrated and proactive. Connect process models, risks, controls, and audit trails more systematically. This will reduce manual preparation effort, improve accountability, and help ensure that process changes remain compliant, traceable, and aligned with business objectives.

((@Question10 + @Question11 + @Question12)/9)*100 / 100

Automation & AI readiness

Your organisation has a credible foundation for automation and AI. Many key processes are visible, standardised, and reliable enough to assess automation opportunities with confidence. Some workflows may already be automated or orchestrated, and process designs can often be translated into execution with limited rework. This reduces the risk of automating unclear or inconsistent processes.

The next step is to scale automation in a more structured way. Identify where process execution, workflow orchestration, and AI-supported optimisation can create the highest business impact. With a controlled foundation in place, your organisation is better positioned to move from isolated automation projects to repeatable, process-led transformation.

((@Question13 + @Question14 + @Question15)/9)*100 / 100

( @Question01 + @Question02 + @Question03 + @Question04 + @Question05 + @Question06 + @Question07 + @Question08 + @Question09 + @Question10 + @Question11 + @Question12 + @Question13 + @Question14 + @Question15) / 45* 100 / 100

Transparency & visibility

Your organisation has a mature and trusted view of how work flows across the business. Core end-to-end processes are visible, accessible, and understood by the teams that rely on them. Process knowledge is no longer hidden in local files or individual expertise. It is available as a shared management asset that supports operational decision-making, transformation planning, and continuous improvement.

Use this transparency to move beyond documentation and towards predictive insight. A strong process foundation can support scenario analysis, performance optimisation, and AI-assisted improvement. The opportunity now is to ensure that process visibility remains current, connected, and actively used as the organisation evolves.

((@Question01 + @Question02 + @Question03)/9)*100 / 100

Standardisation & consistency

Your organisation demonstrates a high level of process standardisation. Teams work from shared methods, consistent modelling standards, and governed process variants. Local differences are typically deliberate, documented, and controlled. Process changes can be rolled out with confidence because standards, ownership, and governance mechanisms are already in place.

The next opportunity is to use standardisation as a platform for scale. With consistent process structures in place, your organisation can accelerate automation, compare performance across business units, and identify improvement opportunities more systematically. Standardisation becomes not only a control mechanism but also a driver of speed, quality, and transformation value.

((@Question04 + @Question05 + @Question06)/9)*100 / 100

Centralisation & single source of truth

Your process knowledge is centrally managed, broadly trusted, and closely connected to the roles, systems, and responsibilities that execute the work. Teams have a reliable source of truth for how key processes operate, and process information is maintained as a living asset rather than a static archive. This creates a strong basis for cross-functional alignment, governance, execution, and transformation planning.

Build on this strength by extending integration across the wider transformation lifecycle. Connecting process design with execution, architecture, mining, governance, and performance insights will increase the value of your central process foundation. The more connected this foundation becomes, the more effectively it can support automation, AI and continuous optimisation.

((@Question07 + @Question08 + @Question09)/9)*100 / 100

Governance & compliance

Governance is well established and embedded into the way your organisation manages processes. Ownership, review cycles, approvals, versioning, risks, and controls are clearly defined and consistently maintained. Audit evidence can be produced with confidence, and process changes are more likely to be traceable, compliant, and aligned with business needs. Governance supports both control and agility.

The next opportunity is to increase automation and real-time visibility in governance activities. Strong governance data can help identify risks earlier, support proactive control monitoring, and reduce manual audit preparation. This positions governance not as a blocker to transformation, but as an enabler of confident, compliant change.

((@Question10 + @Question11 + @Question12)/9)*100 / 100

Automation & AI readiness

Your organisation is in a strong position to apply automation and AI to its process landscape. Core processes are transparent, standardised, governed, and increasingly executable. This means AI initiatives can be evaluated against a reliable understanding of how work actually happens, where value could be created, and where risks or dependencies need to be managed. Automation is less likely to scale chaos because the underlying process foundation is already mature.

The next step is to move from AI readiness to AI-enabled transformation. Focus on connecting process design, execution, mining, governance, and continuous improvement so that AI can help identify, prioritise, and optimise process opportunities at scale. Your foundation is strong enough to support more advanced use cases, including AI-assisted modelling, process optimisation, and proactive decision support.

((@Question13 + @Question14 + @Question15)/9)*100 / 100