graduate student
The article argues that assessing the level of business process maturity is a critically important diagnostic procedure that determines the choice of an adequate strategy for their optimization. The purpose of the work is to develop a conceptual model that establishes a correspondence between the diagnosed level of process maturity and a range of effective strategic approaches to improvement. The research methodology is based on a comparative analysis of existing maturity models and optimization strategies, as well as on the synthesis of the author's two-dimensional "Maturity-Strategy" matrix. As a result of the study, four basic levels of process maturity have been identified and four corresponding target optimization strategies have been aligned with them: stabilization and formalization; standardization and control; optimization and automation; innovation and adaptability. It is proven that applying strategies misaligned with the current maturity level leads to significant risks and low return on investment. The scientific novelty lies in systematizing and operationalizing the link between diagnostic assessment and the choice of management intervention, thereby bridging the gap between process management theory and optimization practice.
business process maturity, maturity assessment, optimization strategy, process management, maturity models, business process reengineering, continuous improvement, process diagnostics
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