Gartner的信息技术成熟度模型

十大企业数字化转型成熟度评价模型以下是十大企业数字化转型成熟度评价模型：1. IDC&思科：中小企业全数字化成熟度模型该模型由四个维度组成：全数字化战略和组织、全数字化流程和监管、全数字化技术以及全数字化人才和技能。

每个维度都针对全数字化掌握情况的一个重要方面，并可作为衡量业务职能和表现的特定方面的相对成熟度的指标进行独立评估。

2. Gartner：数字化成熟度曲线模型该模型通过将组织的发展与技术成熟度相匹配，描述了企业数字化转型的不同阶段，包括技术萌芽期、期望膨胀期、泡沫破裂期、醒悟期、重定目标期、稳步建设期和效能实现期。

3. 麦肯锡：数字化转型框架该模型将数字化转型分为四个关键领域：客户交互、内部运营、组织文化和治理，以及价值链。

每个领域都有具体的转型目标和指标。

4. IBM：数字化成熟度评估模型该模型通过分析企业的产品、服务、客户体验、运营和商业模式等五个方面的数字化程度，评估企业的数字化成熟度。

5. 埃森哲：数字化转型框架该模型将数字化转型分为四个阶段：启程、加速、扩展和转型，并为每个阶段提供具体的实施建议。

6. 德勤：智能制造成熟度模型该模型从智能化、自动化、信息化和柔性化四个方面评估企业智能制造的成熟度，并为每个方面提供具体的评估指标。

7. 微软：数字化转型加速器模型该模型从领导力、组织架构、文化和技能、流程和运营以及技术五个方面，提供了一套全面的数字化转型框架。

8. 毕马威：数字化转型框架该模型从战略、组织、文化和运营四个方面，提供了一套全面的数字化转型框架。

9. 通用电气：工业互联网成熟度模型该模型从连接、汇聚、洞察和赋四个阶段，评估企业工业互联网的成熟度，并为每个阶段提供具体的实施建议。

10. 华为：数字化转型框架该模型从战略、组织、文化、技术和运营五个方面，提供了一套全面的数字化转型框架。

这些企业数字化转型成熟度评价模型都有其独特的优势和适用场景，可以帮助企业全面了解自身的数字化转型进程，并为进一步的发展提供指导和建议。

/p-0886********.html1. Gartner成熟度模型中，大集中阶段后应进入（）。

A.虚拟化阶段B.合理化阶段C.标准化阶段D.起步阶段★标准答案：C2. 运维标准系列中不包括（）。

A.通用要求B.技术要求C.交付规范D.应急响应规范★标准答案：B3. 工具中的运维生产调度平台功能不包括（）。

A.实时提供运维团队资源忙闲状态B.合理派工C.客户项目配置管理D.监督运维活动和结果★标准答案：C4. 应用系统管理为什么需要选择成熟平台？A.客户需要B.硬件平台支持C.最便宜D.技术成熟，漏洞少，技术资源便于获取★标准答案：D5. 满意度调查为什么建议选择独立的部门执行？A.客户要求B.工作专业性较低C.运维部门没有时间D.保证调查的公正性★标准答案：D6. 变更管理的核心动作包括（）。

A.测试评估B.授权和审批C.入库D.出库★标准答案：B7. 复合型组织的劣势体现在（）。

A.沟通成本高B.技术问题推诿C.对员工解读业务需求的能力很高D.独立运作，资源分散★标准答案：A8. 如何实现对广播系统进行精确的时间控制？A.配置标准时间系统，必要时可配置卫星全球标准时间信号系统B.配置一台独立的计算机，以该台计算机的晶振作为时基发生器C.通过人工管理模式，根据广播媒体报时进行操作D.与其它广播系统实现同步★标准答案：A9. 根据国家标准GB/T50314-2006《智能建筑设计标准》的定义，智能建筑建设的四大构成要素是（）。

A.安全、舒适、高效和可靠B.简单、快捷、方便和节能C.结构、系统、服务和管理D.先进、适用、经济和可扩展★标准答案：C10. 集散式控制系统的含义是什么？A.集中控制，分散管理B.分散管理及控制C.集中管理及控制D.集中管理，分散控制★标准答案：D11. 电话交换系统属于什么系统？A.信息化应用系统B.其他应用系统C.信息设施系统D.智能化数字网络系统★标准答案：C12. 根据国标的定义，博物馆属于哪类建筑？A.文化建筑B.媒体建筑C.住宅建筑D.交通建筑★标准答案：A13. 信息化体现在哪些方面？A.信息化体现在对数据的筛选上B.信息化体现在对数据的排序上C.信息化体现在对数据的编辑上D.信息化体现在对数据的采集、传递、分析、处理和表现上★标准答案：D14. 电磁干扰可通过（）和传导两条途径影响设备的工作。

企业数字化转型成熟度模型比对
以下是两个企业数字化转型成熟度模型的比对：
1. 麦肯锡数字化成熟度模型
麦肯锡数字化成熟度模型是一个五层次的模型，包括：
1）初级数字化：企业刚开始将一些业务数字化，但还没有形成标准化和流程化。

2）基础数字化：企业开始形成基础数字化平台，业务流程被标准化和流程化，但还没有全面融入数字化。

3）前沿数字化：企业开始针对特定领域进行技术创新和数字化，形成较为完整的数字化能力和优势。

4）主流数字化：企业的数字化能力已成为企业核心竞争力，数字化已深入到所有业务领域，形成了数字化生态系统。

5）领先数字化：企业已经实现了数字化转型的最高阶段，与数字化技术的创新同步前进，积极探索新的业务模式和市场机会。

2. Gartner成熟度模型
Gartner数字化转型成熟度模型是一个系统化、全面的评估框架，通过对企业五个层次的评估，包括：
1）初级数字化：企业中尚未形成一种全面的数字化文化和战略。

2）标准化数字化：企业已经制定了一些数字化计划和目标，并采用了一套标准化的工具和平台来实现数字化。

3）扩展数字化：企业在数字化转型中开始探索新的机会和领域，也开始寻求数字化技术的协同作用。

4）协同数字化：企业的数字化已经成为企业文化的一部分，取得了较为显著的业务成果，数字化转型已经成为企业战略的核心构件。

5）全面数字化：企业已经实现了数字化的全面转型，数字化已经贯穿到了所有的企业部门和业务领域，成为企业文化的一部分，并且数字化一直在进行创新，引领行业的发展。

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信息安全技术信息安全能力成熟度模型-概述说明以及解释1.引言1.1 概述信息安全技术在当今社会中扮演着至关重要的角色，随着信息技术的快速发展和普及，信息安全问题也随之愈发凸显。

信息安全技术不仅是保障个人隐私和数据的安全，更是企业经营和国家安全的重要保障。

信息安全能力成熟度模型是评估和提升组织信息安全能力的重要工具。

通过对组织信息安全管理系统的评估，可以帮助组织全面了解其信息安全现状，找出存在的问题和风险，进而制定有效的信息安全策略和措施。

本文将探讨信息安全技术的重要性以及信息安全能力成熟度模型的定义和应用，旨在帮助读者深入了解信息安全领域的发展和实践。

希望通过本文的阐述，读者能够对信息安全的重要性有更深入的认识，并了解如何利用成熟度模型提升信息安全能力。

1.2 文章结构文章结构部分的内容主要涉及整篇文章的组织架构和写作方式。

在本篇文章中，我们将分为引言、正文和结论三个部分来展开论述。

引言部分主要包括概述、文章结构和目的。

在概述部分，我们将介绍信息安全技术和信息安全能力成熟度模型的重要性和背景，引发读者对本文主题的兴趣。

文章结构部分则是本节主要内容，介绍整篇文章所包含的大纲和各个章节的主要内容，以便读者对全文有一个清晰的整体认识。

最后，在目的部分，我们将明确本文的撰写目的和预期效果，为读者提供明确的阅读导向。

正文部分将分为信息安全技术的重要性、信息安全能力成熟度模型的定义和信息安全能力成熟度模型的应用三个小节。

信息安全技术的重要性将讨论信息安全在现代社会中的重要性，以及信息安全所面临的挑战和威胁。

信息安全能力成熟度模型的定义将解释该模型的概念和组成要素，为读者建立对模型的基础认知。

信息安全能力成熟度模型的应用部分将介绍该模型在实际应用中的价值和作用，为读者提供实际应用案例和参考。

结论部分将在总结、展望和结语三个小节中对全文内容进行总结归纳，展望未来信息安全技术和信息安全能力成熟度模型的发展趋势，并留下一句简短的结语，以结束整篇文章。

技术成熟度曲线 Hype Cycles1. 引言在当今飞速发展的科技时代，技术的发展速度越来越快，新的技术层出不穷。

但随之而来的问题是，如何判断一个技术的成熟度和发展阶段？如何评估一个技术的前景和趋势？这就引出了Gartner提出的“技术成熟度曲线”——Hype Cycles。

2. 什么是技术成熟度曲线 Hype CyclesHype Cycles 是由市场调研公司Gartner提出的技术发展模型，它通过研究和分析技术的成熟度和采用程度，将技术的发展阶段划分为不同的阶段。

这就使得人们可以更清晰地了解一个技术所处的位置，从而更好地评估其发展前景。

3. 技术成熟度曲线的阶段Hype Cycles 将技术的发展划分为五个阶段：技术的创新期、醒目期、失望期、启示期和成熟期。

每个阶段都有其独特的特点和发展趋势。

3.1 技术的创新期（Innovation Trigger）在这个阶段，一项新技术刚刚出现，开始引起人们的注意。

通常这个阶段会伴随着技术的原型开发和初步实施。

3.2 醒目期（Peak of Inflated Expectations）这个阶段是指人们对技术的热情和期待达到顶峰的阶段。

在这个阶段，媒体和公众对该技术抱有很高的期待，甚至出现一些夸大其词的报道。

3.3 失望期（Trough of Disillusionment）在经历了醒目期的狂热之后，通常会迅速进入失望期。

这个阶段是指人们逐渐认识到技术的局限性和问题，失去对技术的信心，技术的市场价值出现下滑。

3.4 启示期（Slope of Enlightenment）在经历了失望期之后，人们会逐渐认清技术的本质和潜力，并开始寻找适合技术应用的方法和场景。

在这个阶段，技术开始逐渐走向成熟，市场开始有所回暖。

3.5 成熟期（Plateau of Productivity）一个技术会进入成熟期，这个阶段是指技术已经被广泛采用，并在市场上得到了持续的成长和应用。

增材制造gartner技术成熟度曲线-概述说明以及解释1.引言1.1 概述增材制造是一种先进的制造技术，也被称为3D打印技术。

它通过逐层堆叠材料的方式，将设计好的三维模型直接制造出来。

这种制造方式不仅可以实现复杂结构的制造，还可以大幅减少材料浪费，提高制造效率。

Gartner技术成熟度曲线则是由全球知名咨询公司Gartner提出的一种技术发展模型。

它通过描述技术在不同阶段的成熟度和应用情况，帮助人们更好地了解技术发展的趋势和潜力。

增材制造作为一项新兴技术，也被列入了Gartner技术成熟度曲线中进行评估和分析。

本文将探讨增材制造在Gartner技术成熟度曲线中的位置及未来发展趋势，以期能够更全面地了解这一领域的发展现状和潜力。

1.2 文章结构:本文主要分为引言、正文和结论三个部分。

在引言部分，将介绍本文的背景和意义，并说明文章结构。

在正文部分，将详细介绍增材制造的定义和发展历程，以及Gartner技术成熟度曲线的概述，同时分析增材制造在Gartner技术成熟度曲线中的位置。

最后，在结论部分，将探讨增材制造的未来发展趋势，分析Gartner技术成熟度曲线对增材制造的影响，并对全文内容进行总结和展望。

通过这些部分的内容，读者将能够全面了解增材制造和Gartner技术成熟度曲线的关系，以及对未来的发展趋势有所预测和展望。

1.3 目的:本文旨在探讨增材制造在当前技术发展趋势下的地位和作用，通过对Gartner技术成熟度曲线的分析，深入探讨增材制造的发展现状和未来发展趋势。

同时，通过分析增材制造在Gartner技术成熟度曲线中的位置，探讨其在技术创新和商业应用方面的影响和意义。

最终旨在为增材制造的发展提供参考和指导，为相关领域的研究和应用提供理论支持和实践指导。

2.正文2.1 增材制造的定义和发展历程增材制造，又称为3D打印技术，是一种通过逐层堆积材料制造物体的先进制造技术。

相比传统的减法制造技术，增材制造具有更高的设计自由度和生产效率，可以在较短的时间内快速制造出复杂形状的零件。

技术成熟度分级简介技术成熟度分级是衡量一项技术、产品或服务的发展成熟程度的一个评估指标。

通过对技术的可靠性、功能完整性、稳定性、成本效益等方面进行评估，能够帮助决策者更好地了解技术的发展阶段，从而进行决策和规划。

技术成熟度分级的意义技术成熟度分级有助于企业和组织了解技术的现状、优势和挑战，从而制定相应的战略和计划。

通过对技术成熟度的评估，可以快速识别问题和潜在的风险，减少可能出现的成本和时间浪费。

此外，技术成熟度分级还可以作为竞争对手分析的一个重要维度，帮助企业制定相应的策略，抢占市场先机。

技术成熟度分级模型在实际应用中，可以使用不同的技术成熟度分级模型进行评估。

下面介绍两种常用的模型：Gartner Hype CycleGartner Hype Cycle 是一种常见的技术成熟度分级模型，它以时间为横轴，以技术成熟度及关注度为纵轴，将技术的发展过程分为五个阶段：1.技术触发阶段（Technology Trigger）：技术开始出现，但在实际应用中还较为少见，潜力被发现但尚未得到广泛应用。

2.峰值期（Peak of Inflated Expectations）：技术获得关注度的提升，各界开始热炒，期望值高。

3.平台期（Trough of Disillusionment）：随着实际应用的推进，技术可能会遇到挑战和问题，期望值开始下降。

4.启用期（Slope of Enlightenment）：技术逐渐成熟，企业和组织开始认识到技术的真正价值，并开始规划和投入资源。

5.成熟期（Plateau of Productivity）：技术达到广泛应用和商业化，成为主流技术并为企业带来实际效益。

Technology Readiness LevelsTechnology Readiness Levels (TRL) 是另一种常用的技术成熟度分级模型，它将技术的发展过程分为九个阶段：1.基础研究：对技术的基础概念进行研究和实验。

Research Publication Date: 18 December 2008 ID Number: G0*******© 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal Maturity Model Overview for Business Intelligence and Performance ManagementNigel Rayner, Kurt SchlegelIT leaders in charge of business intelligence (BI) and performance management (PM) initiatives need to assess the maturity of their organizations' efforts, and how mature these need to become to reach the business goals. Gartner has developed a maturity model to help.Key Findings•Gartner's BI and PM maturity model defines five levels of maturity: unaware, tactical, focused, strategic and pervasive. • For any organization, improvement in BI and PM maturity will be a multiyear journey.The goal is to determine the business benefits of BI and PM, and to deploy a framework for the organization while continuing to develop the organizational competencies andtechnical capabilities.• BI and PM are becoming required investments.•Over the years, many organizations have implemented BI and PM in a departmental or siloed approach. However, the approach to these initiatives needs to be enterprisewide and business-driven, and it should focus on governance, organization, processes andmetrics, as well as on technologies. Recommendations•Apply Gartner's maturity model to assess the organization's BI and PM maturity, and compare this to best practices. •Use this maturity model to engage with business stakeholders, and discuss the business value of moving to the next level of maturity. • Focus on specific projects to move from one level to another. For example, to help reachthe "focused" level of maturity, create a BI competency center (BICC) for "focused."Deploy an enterprise metrics framework to reach "strategic," inserting analytics into the business process to reach "pervasive."WHAT YOU NEED TO KNOWTo maximize the value of BI and PM, you need to understand how mature your organization is and how mature it needs to be to support your business goals. Gartner has devised a five-level maturity model to help. Some companies just need to support the lower levels of maturity, while others may need to make BI and PM strategic and pervasive across the organization. To move up the maturity curve, you need to know the challenges that you must overcome to move to the next level. In many cases, the maturity levels will vary by process or department, but most major process areas will have their own maturity levels.Consider having people who support different business processes across your organization evaluate your maturity to understand the gaps between perceptions and goals. Consider using these assessments to quantify the business impact of the gaps, priorities and overlaps of BI and PM initiatives, and the skills in your organization.This research updates previously published analysis (see "Toolkit: Gartner's Business Intelligence and Performance Management Maturity Model").ANALYSISFor some organizations, BI has become an integral part of their corporate strategy; it provides information and analysis for a broad range of users to better manage performance and improve decision making. These organizations focus on more than just technology. BI becomes a broader initiative in which people and business objectives drive technology investments. Many organizations struggle with the transition to a more strategic and pervasive BI implementation, where the focus moves from BI technology to a comprehensive BI and PM initiative.To help organizations understand where they are and how they can improve, we have developed a five-level BI and PM maturity model (see Figure 1).Publication Date: 18 December 2008/ID Number: G0******* Page 2 of 7Figure 1. BI and PM MaturityRecognizing where you are in the model can help you understand the incremental changes that are needed to raise your level of maturity and increase the value to the business of your BI efforts. We also encourage clients to evaluate their overall business maturity, and to use this model to assess the maturity of diverse departments or lines of business. Many may find that different parts of their business are at different levels of maturity, and this model can help identify these gaps and spur discussions among departments.Level 1: UnawareCompanies at this level have not identified their vision, investment and commitment to BI, nor have they identified the use of information and analysis to help drive their business. We call this level "unaware," because no real BI initiative is in place, only one-off projects to satisfy individual requests for data. This level of maturity is also often viewed as "information anarchy," because, in most cases, there is a lack of internal control — resulting in inconsistent data across departments, which is often misinterpreted or has to be constantly modified to meet individual and departmental needs. There is heavy use of spreadsheets for analyses, and limited use of reporting tools. At this level, metrics are not effectively identified, defined or used. The business value of formalizing metrics and managing performance metrics is not understood. The IT-centric reporting team supports the administration of BI and information management initiatives without an identified sponsor. Funding comes from the IT budget and is charged to a cost center. Publication Date: 18 December 2008/ID Number: G0******* Page 3 of 7The primary challenges at this level are to identify the business drivers and needs for supporting BI, getting commitment and resources to move forward, and understanding the current information management structure — including data sources, data quality, architecture and systems.Level 2: TacticalCompanies at this level have started to invest in BI efforts. Users are generally a subset of managers and/or executives who mainly rely on data to drive tactical decisions, with the drivers generally being process efficiency or cost reduction. Although a subset of users may provide input into the requirements definition, generally, these users don't work directly with the team that is leading BI initiatives. There isn't a true sponsor for BI efforts, but senior IT executives, such as CIOs, that need information and/or provide information are the focal point for management and decision-making activities. In most cases, employees and managers use their own metrics to run their parts of the business or perform their job. These metrics are shared within a department, and may be used in management meetings to explain departmental performances, but they are not formally shared. Also, where departments may use similar or even common metrics, these are calculated and defined inconsistently.At this level, the need for a data inventory may be recognized and may be in process, but there is still often data inconsistency. Some systems are in place that enable a small number of users to receive standard reports and data online, but most tools, applications and data are in "silos," with insufficient formal skills training for users. Often, at this level, companies are using off-the-shelf software, with few or no modifications. Senior executives frequently lack confidence in the quality and consistency of the data, leading to many arguments over "whose data is right" in management meetings. This often results in insufficient funding and support for BI initiatives.A major challenge that often faces organizations at this level is the lack of organizational structure and processes that provide business input, and the absence of a methodology for ensuring that the business remains involved throughout the entire evolutionary cycle of their initiatives. In addition, many organizations have huge infrastructure issues, stemming from having many disparate systems (data sources, tools and applications), which create concerns about the relevance and consistency of data and analysis.Organizations also often find themselves continuously in response mode. Each time a new manager wants a new report, IT scrambles to develop one, which is generally not leveraged across the organization and/or driving business transformation.Level 3: FocusedAt the "focused" level, we start to see a stronger focus by senior executives on commitment to BI and PM. But the primary focus is on driving specific business initiatives, such as improving business effectiveness, aiding in marketing decisions and supporting financial reporting. The sponsor for these efforts may be a senior IT executive, such as the CIO, but it is more likely to be a business executive, such as the CFO or head of sales. At this level of maturity, metrics are formally defined to analyze specific departmental or functional performances. The IT department is tasked with creating a repository of metrics to enable senior management to analyze departmental performance, without relying on business managers. This most commonly occurs when demands arise for a management dashboard. The goal is to optimize departmental performance, but there is no formal linkage to broad enterprise objectives, which often results in inconsistent goals and metrics among departments.Although the sponsor has a defined initiative for each specific department objective, the scope of the BI initiative still extends across multiple departments. Users are trained on the basics of the Publication Date: 18 December 2008/ID Number: G0******* Page 4 of 7systems to access data. Often, funding will come from one or more business units or is charged back to other business units. At this level, we often begin to see the organizations forming a BICC that comprises business and IT professionals (see "Organizational Structure: Business Intelligence and Information Management"). However, BICCs are generally focused on specific applications or the use of information.The most common scenarios at this level include those companies that have invested in financial consolidation and reporting systems, but that have not made equivalent investments in nonfinancial data, such as sales and product data. However, this data is not integrated and resides in "stovepiped" applications. These efforts are largely supported by specific analytic applications, such as corporate PM suites, marketing analytics and product PM that are implemented independently of each other.At this level, the company has achieved some solid success, and has realized business value from its BI and PM efforts. But these successes are generally focused on very specific parts of the business. They may support cross-functional decisions, but, again, are highly specific.The challenge is to extend this success more broadly, rather than it remaining one part of an organization's strategy. This, in turn, means evolving a BI and PM initiative across systems and architecture, and expanding the scope of the application and user base.Level 4: StrategicCompanies at this level have a clearly defined business strategy with senior executive sponsors. They are driving their BI and PM strategy according to these overall strategic objectives. Often, at this level, companies focus on integrating BI and PM into critical business processes that support analytic applications. Information is made available to employees across the company, including senior financial planners, marketing executives, supply chain managers, HR managers, brand and product managers, promotion specialists, advertising and marketing communication managers, and marketing operations directors, based on their impact on overall strategic objectives. Often, the scope starts to expand outward to include suppliers, business partners and customers.The sponsor is a senior business executive, such as the CFO, COO, the chief strategy officer (CSO) and, in rare cases, the CEO. These executives have the ability and the vision to directly influence overall business objectives. The CIO may also be the sponsor for a strategic BI and PM initiative, as long as the CIO is recognized and is able to directly influence the overall business objectives. The organization has formed a BICC, comprising business and IT professionals that work as a team, and has sufficient resources and funding to accomplish its goals.At the strategic level, an enterprise framework of metrics has been deployed or developed that links financial goals and other strategic objectives to departmental, functional or operational metrics (see "Tutorial for Creating an Enterprise Metrics Framework"). This is where a cause and effect linkage model may be used (see "Tutorial for Using the Gartner Business Value Model to Create an Enterprise Metric Framework"). These metrics are consistently defined across the enterprise and allow various PM applications to be linked together through the metrics framework (see "Understand Performance Management to Better Manage Your Business").The BI initiative encompasses business applications, IT operations tools, desktop applications and has been expanded to encompass a wider range of PM applications. Data governance policies have been defined and are being managed. Data quality metrics are defined and data quality is monitored for consistency. Strategic data is trusted and acted on at the executive level to drive strategic change. Processes are in place to continue to evolve data quality as new and more data becomes integrated into BI and PM applications. Users are trained to access data and to apply it effectively when making strategic and tactical decisions.Publication Date: 18 December 2008/ID Number: G0******* Page 5 of 7The main challenge at this level is to execute and develop a balanced organizational structure, given the company's evolving business objectives and strategy. Many organizations also face challenges in building agility into BI and PM systems so that they remain effective as business needs change.Level 5: PervasiveAt this level, BI and PM are pervasive across the business and across part of the entire corporate culture. Users at multiple levels within the company have access to the information and analysis needed to help drive business value and impact. Information architecture and application portfolios are implemented and managed, and BI and PM systems are integrated into business processes. Agility is also built into BI systems, so that they can adjust with changes to the business and in the delivery of information.As with the strategy level, the sponsor for BI efforts is a senior business executive, such as the CFO, COO, CSO or CEO, who is linked directly to and drives overall business objectives. The organization has also formed a proactive and dynamic BICC, comprising business and IT professionals (see "Toolkit: Eleven Best Practices for Supporting a BICC"). Not only is data governance in place, but information is trusted and acted on at multiple levels. Users are trained and measured on their ability to support data quality and data governance policies.At this level of maturity, unlike the strategic and focused levels, users at multiple levels of an organization have access to information and analysis that enables them to lead, discover, manage, innovate and decide to impact business performance. As a result, metrics are linked directly to individual performance goals/objectives. Closed-loop systems allow employees at all levels to make real-time business decisions, based on their potential impact on strategic goals. The scope of BI initiatives extends outside the organization to include suppliers, business partners and customers. Metrics are also shared in real time with customers and suppliers to strengthen business relationships.The challenge at this level is in continuing to be a best practices leader despite constant changes, such as merger and acquisition activity, executive reorganization or other major business disruptions. Companies may also face challenges in keeping their strategy up-to-date with evolving user needs and emerging technology.Organizations that are at or moving toward this maturity level need to evaluate and understand the costs and support the impact of their BI applications, tools and infrastructure becoming mission-critical. For example, the additional costs of supporting highly available systems, and the availability of support services and resources to respond to diverse user needs. RECOMMENDED READING"Gartner's Business Intelligence and Performance Management Framework""Case Studies for Business Intelligence Excellence Award""Business Intelligence and Performance Management Initiative Overview""Toolkit: Template for Business Intelligence Strategy""Take These Steps to Develop Successful BI Business Cases""Tutorial for Creating an Enterprise Metrics Framework"Publication Date: 18 December 2008/ID Number: G0******* Page 6 of 7REGIONAL HEADQUARTERSCorporate Headquarters56 Top Gallant RoadStamford, CT 06902-7700U.S.A.+1 203 964 0096European HeadquartersTamesisThe GlantyEghamSurrey, TW20 9AWUNITED KINGDOM+44 1784 431611Asia/Pacific HeadquartersGartner Australasia Pty. 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