The FT Works Support Maturity Model — for People
We are working our way through the layers of the FT Works Support Maturity Model. After discussing how it applies to support processes and support offerings in the last months, I’m back today to discuss people and the organization itself.
A quick reminder that the model is that it is not monolithic. Your organization may be at the basic Bootstrap level for plans, but at the Managed level for processes, and at the Structured level for people. (although a more sophisticated organization would likely push for equally mature processes!). Read on for details.
At the Bootstrap level, the organization is typically small (under 15 headcount)–and if it’s larger than that it would be urgent to move up to the Structured level! Everyone does a little bit of everything, whether it’s responding to customers, creating FAQs, or planning for the future, but nothing is written down.
At the Structured level, basic people management tools are in place. There are job descriptions for a couple of levels of support engineers. Special roles have emerged, e.g. readiness manager or self-service owner. Product specialization is starting, often with T people, who retain a generalist knowledge, but with one or more specialties.
The Managed level shows much more sophistication in the organization. There is a staffing model that connects volume and headcount. There is a formal onboarding program for new hires. There is a well-developed job ladder for support engineers, and a formal Operations team to handle non-delivery tasks. Team members have formal objectives (KPIs, OKRs) that are linked to organizational targets.
At the Holistic level, the support team, together with other post-sales functions, is now a part of a larger organization, reporting to the CEO. The team has optimized its approach to selecting locations, sourcing candidates, and hiring. There is a dedicated escalation team in place. Performance management, including promotion and compensation, is formal and globally consistent.
At the Visionary level, the support organization has become such an attractive place to work that individuals in other departments are vying to transfer into it. And each member of the support organization also has an active career development plan.
Where do you think your organization ranks for the people and organization layer? Please share in the comments.
And if you’d like to participate in refining the model, please let me know and we can schedule a short discussion to explore further.
