Welcome to the July edition of the Demix Monthly Newsletter |
|
|
I’m Melanie, CEO of Demix, and it’s a pleasure to bring you the highlights of an engaging and insightful session we hosted this month on a subject we’re deeply passionate about: strategy execution and how CMMI (Capability Maturity Model Integration) can help organisations bridge the all-too-common gap between strategic intent and effective implementation. |
|
| Joined by a stellar team—Ron Lear (VP, CMMI Institute), Pieter van Zyl (Director, Demix), Lindsey Marshall (Account Manager), and Bianca Erasmus (CMMI ATM and Project Manager at Demix)—we dived deep into practical insights, frameworks, and real-world case studies that can help transform your strategic planning into high-performance execution. |
|
|
|
|
|
|
|
|
|
|
|
If you missed the live session, don’t worry—the recording link is below. But for now, let’s dive into the key takeaways! |
|
|
|
The Strategy Execution Gap: Why It Matters |
|
| |
|
|
|
|
|
|
|
|
|
Pieter kicked off the core discussion with a powerful framing of a persistent challenge: the strategy execution gap. Organisations across industries excel at building bold strategic plans, but many falter when it comes to translating them into results.
The Data Speaks:48% of organisations fail to achieve even half of their strategic objectives (Bridges Business Consulting, 2020). That number jumps to 85% when measuring success against two-thirds of strategic goals. Studies from HBR, McKinsey, Gartner, and the Cascade Report echo similar failure rates—around 70%.
The main culprits? Two critical areas: Organisational Capability Deficits – Lack of the required internal competencies to execute plans. Leadership & Change Management – Failure to lead and adapt at the human level.
Pieter made a compelling case that CMMI is a robust, proven toolset to address these gaps—by building capabilities that empower sustainable, measurable execution. |
|
|
|
Coca-Cola (1985)
Attempted to reformulate its product to combat Pepsi. The failure? Misjudging emotional brand loyalty. The missed capability? Understanding customer needs—a core CMMI practice area.
Boeing
Delayed launches, cost overruns, and poor coordination in their Space Launch System initiative gave competitors like SpaceX the upper hand. Missing capabilities included: System engineering Supply coordination Cost control Process planning
By mapping these gaps to relevant CMMI capabilities, organisations can better prepare for strategic execution at scale. |
|
|
Introducing a Structured 3-Step Process |
|
To operationalise the connection between strategy and execution, we propose a 3-step approach using CMMI: |
|
1. Plan Your Strategy
Use proven tools: SWOT, Balanced Scorecard, Business Model Canvas, Value Chain Analysis. |
|
| |
|
|
|
|
|
|
|
|
|
| 2. Appraise Capability with CMMI
Conduct a targeted appraisal to evaluate strengths and identify capability gaps using the CMMI model. |
|
|
|
|
|
|
|
|
|
|
|
3. Execute Improvements
Feed appraisal results into a focused process improvement initiative. Implement changes using process management, performance tracking, and change leadership. |
|
| |
|
|
|
|
|
|
|
|
|
This structured loop ensures that strategic intent turns into measurable outcomes. |
|
|
A Closer Look at Strategic Tools (And How CMMI Supports Them) |
|
SWOT Analysis
CMMI supports internal Strengths and Weaknesses (via appraisal), and external Opportunities and Threats (through business resilience).
Balanced Scorecard
Tracks KPIs across dimensions like finance, customer satisfaction, internal processes, and learning. CMMI aligns with each domain via:
Business Model Canvas
Nine building blocks map directly to CMMI practice areas, reinforcing core operational and value-delivery functions.
Porter’s Value Chain
Primary and support activities benefit from CMMI’s process-based analysis and improvement recommendations. |
|
|
Case in Point: The Anders Corporation Scenario |
|
| |
|
|
|
|
|
|
|
|
|
To illustrate the real-world application, we explored a scenario study of The Anders Corporation, a mining firm tackling:
By layering CMMI capabilities over their SWOT and scorecard tools, Anders can map actionable pathways to meet their strategic goals of profitability, market expansion, and internal optimisation.
Access the full scenario study on our website for a deeper dive. |
|
|
|
|
|
|
|
|
|
|
|
|
|
What is CMMI (Capability Maturity Model Integration)? |
|
As Ron Lear explained, CMMI is a performance improvement ecosystem composed of five pillars:
The Model – A modular, domain-agnostic structure of practice areas and value-driven principles. The Appraisal Method – Evaluates current capabilities and tracks improvements. Training & Certification – Builds internal skills and knowledge. Support Tools – Digital platforms and content to manage adoption. Adoption Guidance – Extensive documentation to tailor implementation.
CMMI’s flexibility allows it to integrate with frameworks like ISO, NIST, and industry-specific standards. |
|
|
The Numbers Behind Performance |
|
Between 2019 and 2024, CMMI tracked: |
|
| |
|
|
|
|
|
|
|
|
|
These results underscore CMMI’s strength: excellence in process = excellence in performance. |
|
|
Myth-Busting: CMMI Isn’t Just for Big Business
Contrary to popular belief, 90% of CMMI-appraised organisations have fewer than 100 employees. It’s scalable, modular, and equally valuable to SMEs and multinationals alike. |
|
|
Coming Soon: AI Capability in CMMI |
|
One exciting development Ron teased is the upcoming integration of Artificial Intelligence capabilities into the CMMI 3.0 model. Highlights include: 200+ pages of new AI guidance Content across all 31 practice areas Addresses governance, bias, data quality, model management, and privacy Supported by industry leaders like IBM
Three implementation archetypes are emerging: Autonomous Augmentation (full automation) Verified Augmentation (human-in-the-loop) Support Augmentation (AI-enhanced decision-making)
|
|
| |
|
|
|
|
|
|
|
|
|
|
From Strategy to Sustained Execution: A Practical Loop |
|
Pieter wrapped up with the “closed-loop” path from strategic planning to institutionalisation: Strategic Planning – Define mission, goals, and direction. Capability Mapping – Identify required capabilities and map them to CMMI. Appraisal Execution – Scope, plan, and conduct CMMI appraisal. Improvement Planning – Prioritise gaps, define processes, allocate resources. Process Deployment – Execute improvements, train teams, gather metrics. Institutionalisation – Quality assurance ensures long-term adoption. Continuous Improvement – Re-enter the cycle with updated insights.
Key to this process: Organisational Change Management, supported by: Vision | Skills | Incentives | Resources | Clear action plans
Lack of any one element results in common failure modes—confusion, anxiety, resistance. |
|
|
Leadership’s Role: Who Should Own This?
While ownership may vary by industry (Engineering Process Group, PMO, or Quality Director), we strongly recommend the Chief Strategy Officer own the strategic execution process using CMMI. |
|
|
Your Next Steps with CMMI and Demix |
| |
|
|
|
|
|
|
|
|
|
|
|
An exciting word from Bianca |
|
The European Medical Device SummitEarlier this month, I had the opportunity to attend the European Medical Device Summit (EMD) in Düsseldorf, Germany and what an experience it was!
It’s always exciting to be in a different country, experiencing new cultures and ways of life. This trip was extra special because it was my first official worktrip. I’m someone who thrives when thrown into the deep end, exposed to new situations and people, and this was exactly that. But at the same time, I felt at home to connect with industry professionals on a topic I’m deeply passionate about: the Voluntary Improvement Program (VIP) and CMMI.
It was a real privilege to represent the Voluntary Improvement Program as part of the Demix team, in partnership with ISACA. This was my first time participating in a summit of this scale, and I was blown away by the level of insight, collaboration, and shared purpose in the room.
Over the course of two days, we heard from industry leaders, discussed emerging challenges and opportunities, and exchanged ideas on how to strengthen quality and performance in the medical device sector.
A special thank you to Mike Cook and Rick Borges from ISACA, not only for the expertise, experience, and passion they brought to the Summit, but also for their warmth and humanity. It was such a joy to share stories, laugh (a lot!), and build new friendships.
Also, a heartfelt thanks to Dr Pieter van Zyl and Johann (Elmo) Scheffer from Demix for the depth of knowledge and real-world experience they brought to the table around the CMMI model. It’s always a privilege to share these kinds of opportunities with colleagues I look up to and admire.
It was a fantastic learning experience, and I’m incredibly grateful to have been part of it.
If you’d like to learn more about the Voluntary Improvement Program feel free to reach out: 📧 [email protected]
|
|
|
|
|
| We help organisations bridge the critical gap between strategic planning and execution by building the capabilities that make change stick.
Whether you’re struggling to turn strategy into measurable action or need guidance on appraisals and process improvement, our expert team is here to support your transformation journey. |
|
| |
|
|
|
|
|
|
|
|
|
|
|
|