How we evaluate maturity
Lemal structures organizational maturity across ten areas, each with six parameters and six levels. This page explains the model and the logic behind every observation. It is an asset of Erea Decision Labs, the technology and data practice of Erea Consulting Group.
The N0–N5 scale
Each parameter is rated on a six-level scale. Each level describes the predominant concept of that stage, not an exhaustive checklist. If reality meets the spirit of a level but is missing one sub-element, it still belongs to that level.
- N0 · None
- No initiative exists in this parameter. Total absence — not even acknowledgment of the need.
- N1 · Initial
- Isolated, reactive efforts dependent on individuals. No process, no formal owner.
- N2 · Basic
- Owner assigned and process documented. The organization recognizes this matters, but the practice is new.
- N3 · Defined
- Standardized processes, central repository, basic metrics. Operation is stable and reproducible.
- N4 · Managed
- Metrics drive decisions, reports flow to leadership, internal benchmarks exist. The practice produces measurable P&L-linked results.
- N5 · Excellence
- Practice embedded in culture, auditable evidence, internal continuous improvement. The company can teach others how it's done.
The ten areas
Ten areas that cover the operations of a mid-sized company. The order is the same one evaluators see in the questionnaire.
- 01
Governance
Corporate governance, KPIs, meeting system, management and visibility tools, organizational structure and delegation.
- 02
Information Technology
Technology infrastructure, systems integration, cybersecurity, support, technology strategy and adoption, IT team.
- 03
Data
Data quality and centralization, analytics maturity, democratization, data literacy, governance, strategy and roadmap.
- 04
People & Culture
Recruiting and onboarding, performance reviews, climate and engagement, training, compensation, change management.
- 05
Supply Chain & Inventory
Demand planning (S&OP), inventory accuracy, logistics efficiency, supply chain costs, purchasing planning systems, visibility and traceability.
- 06
Operations / Core Business
Operational efficiency, quality control, capacity and planning, maintenance, health and environmental safety, standardization.
- 07
Sales & Commercial
Sales pipeline, customer management (CRM), pricing, sales process, KPIs and compensation, supplier management.
- 08
Customer Experience & Marketing
Satisfaction measurement, customer journey, complaint handling, marketing ROI, digital presence, omnichannel and loyalty.
- 09
Vision & Strategic Alignment
Vision clarity, strategic planning, goal cascading, execution and tracking, communication, innovation and adaptability.
- 10
Finance & Accounting
Closing speed and accuracy, financial planning, cash flow, cost control, compliance and internal control, financial technology.
The areas are not independent
Some areas enable others. Without governance there is no sustainable technology; without data there is no advanced analytics; without operations there is no supply chain. The diagnostic uses these relationships to identify when one weak area is constraining several others.
| Area | Depends on | Enables |
|---|---|---|
| Governance | — | Information Technology, People & Culture, Operations / Core Business, Vision & Strategic Alignment, Finance & Accounting |
| Information Technology | Governance | Data, Operations / Core Business, Sales & Commercial, Customer Experience & Marketing, Finance & Accounting |
| Data | Information Technology | Sales & Commercial, Customer Experience & Marketing, Finance & Accounting, Operations / Core Business, Vision & Strategic Alignment |
| People & Culture | Governance | Operations / Core Business, Customer Experience & Marketing |
| Supply Chain & Inventory | Operations / Core Business, Information Technology | Sales & Commercial, Finance & Accounting |
| Operations / Core Business | Governance, Information Technology, People & Culture | Supply Chain & Inventory, Finance & Accounting |
| Sales & Commercial | Data, Customer Experience & Marketing | Finance & Accounting |
| Customer Experience & Marketing | Information Technology, Data, Sales & Commercial | Sales & Commercial |
| Vision & Strategic Alignment | Governance | Finance & Accounting, People & Culture, Information Technology |
| Finance & Accounting | Governance, Operations / Core Business | Vision & Strategic Alignment |
How observations are computed
Every observation is generated by rules over the scores and the dependency graph. No AI, no black box: what you see is exactly what you said.
Per-area average
Simple average of the answered parameters in each area. Skipped parameters don't count — a partially evaluated area keeps its honest reading without penalizing the unanswered.
Most critical gaps
The five lowest-scoring parameters among those answered. For each we show the current level descriptor and the next-level descriptor — the concrete path, not a metaphor.
Reachable steps
Parameters where the next-level descriptor contains formalization verbs (document, define, assign, register). Signals that moving up doesn't require deep transformation — formalizing what's already done is enough.
Strengths
The five highest-scoring parameters among those answered. Validation of what already works — worth understanding why so the logic can be replicated in other areas.
Systemic ceilings
Pairs of areas (X, Y) where Y depends on X and the difference X.score < Y.score − 0.5. X is a ceiling for Y: the organization built downstream capacity without finishing the foundation. The 0.5 threshold is conservative — it filters out measurement noise.
Leverage points
Areas with the largest systemic impact when improved. Computed as (number of areas it enables) × (average gap to N5 in those areas). Identifies where a single improvement unlocks value across multiple fronts.
Notes for the evaluator
Three rules of thumb so the result reflects reality and not perception.
Triangulate evidence
To assign a level with confidence, contrast at least two sources: an interview with the area lead, plus documentary or system review. A single source produces bias.
Watch for false positives
A document existing doesn't mean it's executed. A system being installed doesn't mean it's used. A metric being reported doesn't mean it drives decisions. Ask for concrete examples of use, adoption, or actions derived.
When in doubt, lower the level
When between two levels, assign the lower one and document the reason. A conservative honest reading beats an optimistic one that won't hold up later.