On which maturity level is the described organization?

Snaga is a Slovenian public company that provides a series of
waste treatment services for 368,000 citizens of the Municipality
of Ljubljana and ten other municipalities. In 2006, prior to
adopting BPM and implementing a new information system, the company
had obsolete and non-integrated IT solutions that did not provide
sufficient support to the business operations. The existing
business processes were not well organized, resulting in
unnecessary duplication of work and excessive delays. The company
also faced new challenges in waste management and new legislation
that dictated the development of waste-processing technologies.
The company comprehensively transformed its business operations
and adopted BPM in order to undertake the critical examination,
rethinking, and then redesigning of current business processes,
practices, and rules. The BPM project was conducted in three
phases: (1) planning for strategic business transformation, (2)
business process restructuring and information architecture
development, and (3) information system development and
implementation in six interdependent projects.
A key change brought by the BPM adoption was the transition from
a functional to a more process-oriented organization with an
increased customer focus. The company implemented an ERP solution
to support the redesigned business processes, established process
ownership and a BPM office, and introduced KPIs to measure the
performance and efficiency of processes and business operations
using a business intelligence solution. The involvement—rather than
just support—of top management is one of the most important
critical success factors in all phases of BPM adoption.
1. On which maturity level is the described

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