241
addressing challenges in implementing LCM in SME suppliers as part of sustainable
value chain initiatives (Swarr et al. 2011 ). That effort was continued in Phase III
(2012–2016) with the funding of a series of pilot projects to apply a LCM Capability
Maturity Model (LCM CMM) to help guide the implementation of a life cycle
based improvement project.
The LCM CMM builds on well-established methods from the process quality
improvement discipline and provides a structured framework to help companies
incrementally build the organizational capacity for more comprehensive and powerful life cycle (LC) methods (Swarr 2011 ). Previous research on organizational
change has shown that ~70 % of failed change initiatives were attributed to inadequate attention to ‘softer’ issues of organizational health (Keller and Price 2011 ).
Sustained high performance requires a balance between top-down initiatives for
results-driven action and bottom-up organizational development efforts to instill a
culture of learning and continuous improvement (Beer 2001 ). Thus, the LCM CMM
complements top-down efforts to drive sustainability measures across global supply
chains with bottom-up organizational development efforts to build the necessary
skills in SMEs to enable them to provide high quality data and to adapt LCM objectives to meet their specifi c competitive and stakeholder pressures.
1.1 Chapter Outline
The capability maturity model (CMM) concept originates from a quality management maturity grid proposed by Phil Crosby ( 1979 ), subsequently developed for
numerous functions, such as software engineering, integrated product development,
systems engineering and more. The CMMI Institute (cmmiinstitute.com) integrated
these models, but they are extremely complex and inappropriate for SME suppliers
(Sukhoo et al. 2007 ). Development of a simpler and more practical LCM CMM is
described under Methods. A series of company case studies are then presented to
compare the theory of CMMs with the real world practice of LCM. In some cases,
the company projects explicitly applied the LCM CMM developed by UNEP/
SETAC. In other cases, the company projects made no direct application of CMM,
but were simply efforts to apply LCM principles to address specifi c objectives. The
focus of the case studies is on the change management issues that can promote or
inhibit success of company improvement initiatives. These company experiences
are then reviewed and reconciled with the LCM CMM concepts to develop a framework that companies can use to tailor LCM to their specifi c competitive context,
environmental constraints and opportunities, and strategic priorities. The basic
premise is that a structured approach to help address these softer management issues
can be a useful strategy to mainstream LCM in business. Finally, the chapter concludes with recommendations for future research to expand business capacity for
LCM and to promote its effective integration into routine business decision-making
processes.
17 Building Organizational Capability for Life Cycle Management
addressing challenges in implementing LCM in SME suppliers as part of sustainable
value chain initiatives (Swarr et al. 2011 ). That effort was continued in Phase III
(2012–2016) with the funding of a series of pilot projects to apply a LCM Capability
Maturity Model (LCM CMM) to help guide the implementation of a life cycle
based improvement project.
The LCM CMM builds on well-established methods from the process quality
improvement discipline and provides a structured framework to help companies
incrementally build the organizational capacity for more comprehensive and powerful life cycle (LC) methods (Swarr 2011 ). Previous research on organizational
change has shown that ~70 % of failed change initiatives were attributed to inadequate attention to ‘softer’ issues of organizational health (Keller and Price 2011 ).
Sustained high performance requires a balance between top-down initiatives for
results-driven action and bottom-up organizational development efforts to instill a
culture of learning and continuous improvement (Beer 2001 ). Thus, the LCM CMM
complements top-down efforts to drive sustainability measures across global supply
chains with bottom-up organizational development efforts to build the necessary
skills in SMEs to enable them to provide high quality data and to adapt LCM objectives to meet their specifi c competitive and stakeholder pressures.
1.1 Chapter Outline
The capability maturity model (CMM) concept originates from a quality management maturity grid proposed by Phil Crosby ( 1979 ), subsequently developed for
numerous functions, such as software engineering, integrated product development,
systems engineering and more. The CMMI Institute (cmmiinstitute.com) integrated
these models, but they are extremely complex and inappropriate for SME suppliers
(Sukhoo et al. 2007 ). Development of a simpler and more practical LCM CMM is
described under Methods. A series of company case studies are then presented to
compare the theory of CMMs with the real world practice of LCM. In some cases,
the company projects explicitly applied the LCM CMM developed by UNEP/
SETAC. In other cases, the company projects made no direct application of CMM,
but were simply efforts to apply LCM principles to address specifi c objectives. The
focus of the case studies is on the change management issues that can promote or
inhibit success of company improvement initiatives. These company experiences
are then reviewed and reconciled with the LCM CMM concepts to develop a framework that companies can use to tailor LCM to their specifi c competitive context,
environmental constraints and opportunities, and strategic priorities. The basic
premise is that a structured approach to help address these softer management issues
can be a useful strategy to mainstream LCM in business. Finally, the chapter concludes with recommendations for future research to expand business capacity for
LCM and to promote its effective integration into routine business decision-making
processes.
17 Building Organizational Capability for Life Cycle Management