Reinventing operations In our 2021 research, we found that one size processes), while only 11% scaled other leading does not fit all—and the same holds true today. industry practices, such as process mining and benchmarking. Operations maturity is far from being a sequential or linear journey. Investments to Operations maturity depends on integrating boost operations maturity are often influenced all six capability measures of operations by pressing business priorities. maturity. Individual maturities are dependent on each other, so when all six capabilities are How each organization reaches operations applied in an integrated manner, organizations maturity milestones is unique. In response to can double the chances of reaching the highest the pandemic, 21% of organizations adopted stage of operations maturity. Similarly, fall short agile talent strategies at scale (where machines on optimizing one of the six and the ability to augment specialized human talent in nearly all scale value is threatened. Apply the six capability measures in an integrated manner and the probability of moving up maturity levels increases 14.2X more than 14 times. Source: The Value Multiplier | Accenture ations Failure to apply talent strategies appropriately in combination with data, analytics and technology (such as -7% automation and AI) and the top-line productivity premium drops from 11% to just 4%. Source: The CHRO as a Growth Executive | Accenture enting Enterprise Oper v Organizations seeking to reinvent enterprise operations should strive to drive greater maturity across ein all six capabilities of operations maturity. R 10