Corporate maturity is a topic that has been discussed on Stratec's online channels and guides a project developed by the company. Therefore, we seek the contribution of a text distributed by OThink, a consulting company that is our partner. Follow the debate around the notion of maturity in the text by Célia Pinheiro.
“What does maturity mean? What phase is this? What benefits and care does it bring and demand? How can we achieve it in its entirety? These are some questions I would like to address in this article, from a human and organizational perspective.
We all constantly seek maturity. By maturity, understand ripening, emotional and spiritual growth. At the same time that we seek maturity, it is common to encounter people who peremptorily resist change, repeating the same mistakes, having the same doubts and feelings, criticizing the same things, and fighting over the same issues.
Few people have matured in a balanced way and today demonstrate wisdom, equilibrium, patience, happiness, good humor, in other words, all the positive qualities related to maturity. Most lament the arrival of this stage of life, remembering the opportunities they missed, what they didn't do and should have done, or even returning to previous stages of life.
This lethargy regarding personal maturation is largely due to the inversion of values we are currently experiencing. Ambition has transformed into the virtue of competence; selfishness has become a survival weapon; patience has been replaced by a spirit of urgency; and gratitude has been exchanged for the fight for rights. We skipped many steps to achieve speed and immediacy in everything. This has backfired, bringing a lack of meaning, purpose, and vocational awareness. We have stopped having a defined goal, studying the path, and living with its setbacks. We have set aside discipline, which is essential for achieving our goals.
And how does this maturity impact organizations? Can we transfer the same issues and stages relevant to humans to this social organism? I believe so.
Companies are living social organisms, constantly transforming and, as such, they also go through phases of evolution: infancy, adolescence, and maturity.
A company in its infancy stage has some inherent issues specific to this phase: which paths and directions should it follow, what are its strengths and weaknesses, and what paradoxes does it face? The focus at this stage is ensuring that the dream transforms into tangible actions and that measurable risks are taken. It is a phase of taking on many commitments and working to sustain the venture, as most of the time there isn't a consolidated organizational structure, structured processes or procedures, or even recurring revenue.
In the adolescent phase, the company begins its organizational structuring process, seeking the most intelligent way to divide its activities into areas and departments. This action normally generates recurring conflicts, stemming from power struggles. I would say it's the chaotic, but creative and necessary, state that precedes the company's maturity.
In the organizational maturity phase, we already find sufficient skill for self-control and flexibility in the face of market and competition issues. In this phase, companies already have the next steps programmed because they have a relevant history, meaning they know what they've done, have learned from their successes and failures, and therefore know themselves much more deeply to make future decisions. They also find more established methods and standards of responses for communication, measurement, and transparency regarding corporate issues.
Problem-solving is part of daily operations and is not limited to reactive actions. The method greatly assists with this. Modern organizations seeking constant growth, as well as market visibility, must invest in the maturity of their processes, services, and relationships with employees, customers, and society in general.
Organizational transparency and governance processes are products of the cultural maturity and leaders of an organization. The process of maturity, both personal and organizational, is evolutionary. For the full incorporation of this phase and the utilization of its benefits, understanding and experiencing the previous phase is necessary. Any failure in the typical learnings of each phase will impact the next.
Just as we encounter humans who lack maturity pertinent to their age group, we observe the same with organizations. We find companies that are well-positioned in the market, reputable, and have positive financial results, but with precarious organizational processes and lacking effective governance. This immaturity represents a risk to the long-term success of the business. Organizational maturity reflected in all organizational processes ensures greater productivity and business efficiency.
The path to maturity is not simple, whether for humans or organizations. For maturity to be achieved, it is vitally important that a very well-formed foundational structure exists in the childhood phase. In the case of humans, the roles of family and educators are fundamental in setting boundaries and introducing socially acceptable values for children. In organizations, clearly defining the guidelines, mission, and vision, as well as the values that should guide the organizational trajectory, is essential. If the full experience of this phase is not guaranteed through a structured and well-managed process, there will certainly be damage in subsequent phases.
The reach of maturity is directly linked to the quality of childhood experienced. A well-structured beginning is the key to success for a positive outcome: whether it is in the formation of a human being or an organization.
