CMMI, or Capability Maturity Model Integration, is a widely used framework generating value in many business and organizational settings. Briefly, CMMI is a broad, robust, process improvement approach that guides users in their quest to improve targeted activities. In it's most basic form, CMMI provides a framework for evaluating how effective a given process or processes are, what the basis or characteristics of that evaluation are, and what specific type of changes are required to attain a higher level within their framework. Sustainability, applying the definition coined by the Brundtland Commission as activity that "meets the needs of the present without compromising the ability of future generations to meet their own needs" can be aptly considered and pursued through the CMMI lens.
Businesses and organizations of all sizes and sectors are clearly at different levels of capabilities and maturity in the sustainability domain. Many are just beginning to create sustainability programs, creating "green" committees, appointing Chief Sustainability Officers, charging different business personnel at varying levels to determine what is going on in this space, why it may be relevant, etc. Others are well underway, successfully integrating sustainability strategies within overarching business strategies, some to the extent where they are indeed one and the same. The challenge in all cases is to adopt a context and/or framework within which one can determine where one's organization is currently at, where it may make the most sense to reasonably aspire to go over what period of time, and how to evaluate their status and progress in a broader context be that context defined by competitors in the same space, like-minded organizations of a similar size and scope, or perhaps the legal framework they are required to comply with.
CMMI can provide such a framework. Initially, capabilities and maturity levels pertaining to sustainability need to be defined in a manner that can be broadly understood and applied. Next, the key criteria and characteristics used to differentiate status at one level against the next need to be articulated. Finally, a road map of how to effectively progress from a given level of sustainability capabilities and maturity should be produced. Collectively, these components will result in a framework that permit the clear evaluation and differentiation of organizations striving to pursue sustainability objectives. Moreover, it will provide guidance as to how to improve on various sustainability capabilities.
The benefits of such a framework are evident. Paraphrasing an old adage "you can't determine where you should go nor how to get there if you don't know where you are." Applying a well defined framework should quickly enable businesses and other organizations to determine where their current capabilities and overall sustainability maturity levels are. Service providers applying such a framework can similarly utilize the information obtained to craft an appropriate plan/strategy that fits the organization. Clearly, trying to attain the highest level of maturity is not realistic for the organization that is just starting out. Targeting certain objectives in a given time frame may not be reasonable for firms that have little or no track record of attaining such objectives. What is appropriate for company A to pursue in a given year may be the wrong prescription for company B. The breadth and complexity, and supporting processes and tools, of a given strategy need to be considered in such a context.
Utilizing a comprehensive framework affords many benefits to those using them. Conversely, trying to make concerted progress on some ill-defined fronts and objectives can be futile in the absence of such a model. CMMI represents a solid, stable, robust approach that should be adopted and tailored to the sustainability arena where material benefits can be realized and significant positive impacts can be made.
