© Crown copyright 2019
This publication is licensed under the terms of the Open Government Licence v3.0 except where otherwise stated. To view this licence, visit nationalarchives.gov.uk/doc/open-government-licence/version/3 or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: email@example.com.
Where we have identified any third party copyright information you will need to obtain permission from the copyright holders concerned.
This publication is available at https://www.gov.uk/government/publications/7-lenses-maturity-matrix/7-lenses-maturity-matrix
The 7 Lenses maturity matrix is a practical tool to help teams reflect on their transformation, have focused discussions, and identify which areas need more attention.
In the matrix, each of the 7 Lenses of Transformation is expanded into 5 levels of maturity, with 5 being the highest.
The vision gives clarity around the outcomes of the transformation and sets out the key themes of how the organisation will operate.
- There is no clear vision for the future, or there are competing visions
- A vision exists, but it means different things to different people
- There is a vision that is stretching but achievable. People see how they can fit into it
- The vision sets a clear direction that people buy into. It is articulated in different ways
- The vision is embedded in everything people do. It flows from top to bottom and is aligned with public outcomes
The design sets out how the different organisations and their component parts will be configured and integrated to deliver the vision.
- There is no single design, or various designs are not joined up
- The design attempts to define the future in too much detail or doesn’t cover everything it should
- The design considers users and contains enough examples to bring it to life
- It’s clear how different parts of the organisation will fit together. It’s possible to assess progress as the design evolves
- The public are at the heart of design work. Outcomes for different changes across the organisation are aligned. It’s clear how to bridge the gap between the current and future states
The plan needs to retain sufficient flexibility to be adapted as the transformation progresses while providing confidence of delivery.
- Planning is not joined up. Plans are not flexible or achievable
- Plans are beginning to be joined up. Ambition and achievability need more focus
- Plans have the right level of detail and balance of tight and loose planning
- Planning is informed, coherent and mature, supporting both transformation and business as usual
- Planning is joined up and fully resourced. Plans adapt as transformation progresses
Delivering a transformation often means motivating into action a large network of people who are not under the direct management of the transformation leader.
- Leaders talk about transformation on occasion. They make some effort to canvass views but avoid difficult messages
- There is support for transformation at the top, and some change agents. There are meetings and ways to submit ideas
- There is sufficient ownership of transformation. Leaders talk about it. There are visible role models
- Leaders tell a consistent story. They ‘push’ and ‘pull’ as needed to create the right environment for change
- Leaders embody transformation and create an environment of trust where it’s safe to speak freely
Collaboration is key to transformation in a multidimensional environment that increasingly cuts across organisational boundaries.
- Collaboration across boundaries is limited
- There is some understanding of stakeholders. Collaborative behaviour isn’t yet commonplace
- Many decisions are made across boundaries. Shared outcomes are starting to be developed
- Roles, responsibilities and incentives reflect the need to collaborate, leading to new ways of working
- The organisation compromises for the greater good and leads the way in transformation communities
Having clear accountability for transformation within an organisation enables productivity and improved decision making, and leads to better outcomes.
- Responsibilities and accountabilities for transformation are unclear
- There is a growing level of accountability for transformation
- There is broadly the right structure around transformation, with a focus on making decisions at the right time
- People are becoming empowered and accountable for making decisions
- Clear governance results in decisions being made at the right level and at the right time to drive progress
Transformation will require people in your organisation to be engaged and to change their ways of working - you need to communicate effectively with them at every stage of the transformation.
- The impact of transformation on people, ways of working and culture is not understood
- The impact of transformation on people, ways of working and culture is understood
- Plans are in place to address the impact on people, ways of working and culture
- Plans to deliver new skills or ways of working are being realised and people are engaged
- Ways of working needed for the future are adopted. Mature workforce planning exists