How to measure the maturity of organizations on creating value for its customers?

Big organizations with similar amounts of resources are not necessarily equal in making customers love their products. Also, companies are leaving the fortune 500 list each time faster. It means that a material paradigm is not enough to explain the success of organizations.

I dedicated the period of my master’s degree in strategy to research business processes and practices that enable companies to be mature in creating value for their customers. Before me, the subject was only explored from the perspective of marketing.

First, I had to recognize all the business processes that were associated with value creation, according to previous scientific research. After that, I proceeded with a content analysis over the history of a hundred of the biggest companies in the world. It filtered those business processes that were mentioned in the registrations, reducing the scope of my research.

Using the method of Qualitative Comparative Analysis (QCA), I could find the configurations of business processes that would prompt the value creation. At that moment, I compared 50 companies among the top 100 of brand value, with those that were not in the list, although still huge organizations.

I found 6 business processes that could influence the maturity of companies on creating value, and interviewed 28 consultants, with representatives of each process. The objective was to identify the practices that could differentiate different levels of maturity, for creating value. And I could organize all that in matrices.