Maturity models

MaturityMap measures organisational culture with maturity models, not engagement scores. Each model defines the dimensions a culture is scored on, the maturity bands it progresses through, and the evidence methods behind every score — the same Wayfinder methodology, pointed at a different question. Explore a model to see exactly what it measures.

• Cultural Safety Model

  The Cultural Safety model is a maturity assessment of how an organisation manages safety culture, scored across five dimensions: Policies & Procedures, Balance between Productivity & Safety, Incident Reporting & Investigation, Training & Competence, and Communication & Engagement. For each dimension, people choose the statement that best reflects how things actually work — mapping lived experience onto a five-band ladder from Avoidance through Reactive Compliant, Committed Compliant and Human Focused to Fully Integrated. One off-path pattern — System Obsessed, where compliance paperwork substitutes for genuine safety focus — is surfaced separately as an emergent theme rather than scored as a rung on the ladder. Assessment triangulates six evidence sources: a perception survey, discussion groups, leader interviews, a senior leadership (SLT) workshop, site observations, and document review.

• Culture Integration Risk Model

  The Culture Integration Risk model assesses two organisations on one instrument for M&A cultural due diligence and post-merger integration. It reads in risk language, not maturity language: each entity is banded from Severe risk to Low risk across six dimensions — Decision-Making & Governance, Leadership & Power Distance, Pace & Execution Norms, Communication & Transparency, People Practices & Retention Risk, and Customer & Market Posture — and the gaps between the entities are rated as integration risk. The design follows the evidence: cultural difference is not destiny (Stahl & Voigt 2008) but unmanaged difference delays synergies, drives talent flight and is misread as the other side's incompetence (Mercer 2018; Weber & Camerer 2003). Built for the lite-diligence reality of pre-close access constraints, it triangulates three evidence sources: a top-team pulse, leader interviews and document review — the same instrument pre-close on each entity's leadership, repeated post-close to track convergence.

• Customer Experience Maturity

  The Customer Experience Maturity model assesses how mature an organisation's CX listening programme is — the capability behind the scores, not just the scores themselves. It measures six dimensions: Data Collection & Sources, Analytics & Insights, Action & Response, Governance & Process, Technology & Integration, and Culture & Engagement — each on a five-level scale from Ad Hoc to Optimized. Where NPS and CSAT tell you what customers feel, this model measures whether your listening system is built to hear them and act: assessed through a structured stakeholder survey, scored against named maturity bands per dimension.

• Employee Listening Maturity

  The Employee Listening Maturity model assesses how well an organisation listens — the capability, not the sentiment. It scores eight dimensions: Listening Strategy & Governance, Listening Channels & Methods, Data & Analytics, Action Planning & Accountability, Communication & Transparency, Technology & Platform, Employee Experience Integration, and Manager Enablement — each on a five-level scale from Ad Hoc to Optimized. Where an engagement survey measures how people feel, this model measures whether your listening programme is built to hear them and act: it assesses process maturity and capability gaps through a structured assessment survey.

• Organizational Effectiveness Maturity

  The Organisational Effectiveness Maturity model assesses how well an organisation actually works — across eight named dimensions: Culture, Strategy & Direction, Leadership & Management, Collaboration & Communication, Decision Making & Accountability, Workforce Capability, Delivering Results, and Outcomes. Each dimension is placed on a five-band ladder from Ineffective through Reactive, Predictable and Proactive to Effective, assessed through a structured stakeholder survey. Unlike an engagement survey, it scores organisational capability — how decisions get made, how work gets delivered — rather than how people feel about it.

• Safety Culture Maturity

  The Safety Culture Maturity model measures how mature an organisation's safety culture is — not how people feel about safety, but how leadership, systems and behaviour actually operate. It scores six dimensions: Authentic Leadership, Control of Work, Learning & Development, Communication, Role of the HSE Function, and Workforce Engagement. Each is placed on a five-band ladder — Pathological, Reactive, Calculative, Proactive, Generative — building on Hudson's safety-culture maturity framework. Evidence comes from up to seven sources, triangulated: a 60-question perception survey across 10 categories, a site-observation log assessed against 17 elements, leader interviews, leadership discussion groups, facilitated discussion groups, document review, and stakeholder assessments. Unlike an engagement survey, scores rest on observed behaviour and documented practice, not sentiment alone.

• Team & Leadership Effectiveness

  The Team & Leadership Effectiveness model measures how teams and their leaders actually function, built on five published, evidence-based diagnostics: Lencioni's Five Dysfunctions of a Team (Team Dynamics), Bill George's Authentic Leadership, Amy Edmondson's Psychological Safety, Radical Candor with the Emotional Bank Account (Honest Feedback), and Simon Sinek's Golden Circle (Clear Purpose). Assessment is a 45-statement behavioural questionnaire scored on a 1–5 Likert scale, producing a maturity score per dimension and sub-category on a five-band ladder from Absent through Emerging, Developing and Established to Embedded. Unlike an engagement survey, it scores observable team and leadership behaviour against named frameworks — showing exactly which practice to build next.

• Workplace Wellbeing Maturity

  The Workplace Wellbeing Maturity model assesses how well an organisation creates the conditions for employee wellbeing — the system, not the perks. It scores seven dimensions: Leadership & Governance, Work Design & Job Quality, Psychosocial Risk Management, Mental Health & Support, Physical Health & Environment, Social Connection & Culture, and Measurement & Listening — each on a five-band ladder from Absent through Reactive, Programme-Based and Integrated to Thriving. The model is grounded in the Job Demands–Resources (JD-R) model, ISO 45003:2021, and the HSE Management Standards evidence base. Unlike a wellbeing pulse survey, it measures whether wellbeing is designed into how work happens — job design, psychosocial risk, leadership accountability — not just how people report feeling.

• EX Listening Maturity

  The EX Listening Maturity model assesses an employee experience listening programme across three dimensions: Technology (the platforms and integrations that capture and connect signals), Culture (whether the organisation treats listening as something it does with people, not to them), and Capability (the skills and processes that turn signals into action). Each dimension sits on a five-stage ladder — Ad Hoc, Forming, Emerging, Scaling, Embedding — assessed through a structured stakeholder survey. It answers a different question from an engagement survey: not "what did people say?" but "is this organisation built to listen, understand, and act — repeatedly?"