ORGANIZATIONAL MATURITY OF A COMPANY AS A TOOL FOR ACHIEVING STRATEGIC GUIDELINES

Abstract

The purpose of the article is to substantiate organizational maturity assessment as a tool for determining the readiness of a company’s management system to achieve strategic guidelines. The research methodology includes a theoretical analysis of maturity models, analysis of internal company materials, comparison of current and required maturity levels, gap analysis and ranking of management risks. Based on the case of an engineering company, the study shows that achieving development targets up to 2030 requires a transition from partially formalized processes to a measurable and digitalized management model. The key gaps are identified in strategic management, product and technology development, operational processes, digitalization and the customer interface. The article proposes priority areas for maturity improvement and a roadmap logic for management measures. The results may be used in organizational development programs, process transformation and improvement of management accounting. The practical significance of the study lies in the possibility of applying the proposed approach to maturity improvement programs without disclosing confidential company indicators.