Governance is not an abstract concept. It is an organizational capacity that can - and should - be measured.
Many organizations claim to have structured governance because they have boards, policies and committees. But when asked about their real level of maturity, they have no objective criteria for answering.
Without a diagnosis, there is no progress.
Without evolution, there is no sustainable generation of value.
Maturity in governance is what differentiates organizations that merely comply with regulations from those that operate with strategic predictability and real control.
What is Governance Maturity?
Organizational maturity represents the degree of structure, discipline, integration and predictability with which an organization executes its governance processes.
It can be applied to multiple domains:
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Corporate Governance
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IT Governance
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Risk Management
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Compliance
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Information Security
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Project Management
Mature governance does not mean excessive control. It means integration between strategy, risk and execution.
Conceptual Model of Maturity Levels
Level 1 - Initial
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Informal processes
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Dependence on key people
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Low standardization
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Lack of structured indicators
Level 2 - Repeatable
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Documented basic procedures
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Initial controls
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Structure still reactive
Level 3 - Defined
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Formalized processes
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Clear roles and responsibilities
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Structured policies
Level 4 - Managed
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Defined indicators
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Continuous monitoring
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Data-driven decision making
Level 5 - Optimized
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Culture oriented towards continuous improvement
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Integration of strategy, risk and performance
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Governance as a competitive differentiator
Most organizations believe they are at level 4, but operate at level 2 or 3.
Where companies fail in their maturity assessment
1. Confusing documentation with maturity
Having policies does not mean having mature governance.
What matters is the effectiveness of the processes.
2. Perception-based evaluation
Without objective criteria, evaluation becomes opinion - not diagnosis.
3. Lack of integration between domains
Governance can be at level 4, while risk management remains at level 2.
Maturity is systemic, not isolated.
How to measure maturity in a structured way
1. Evidence-based evaluation
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Formal documents
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Existing indicators
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Executive reports
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Evidence of monitoring
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Records of decisions
2. Multidimensional assessment
Analyzing governance from multiple perspectives:
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Strategy
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Risks
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Internal controls
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Technology
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Organizational culture
3. Use of recognized frameworks
Models such as ISO, COBIT, COSO and ITIL offer objective criteria for evaluation.
Maturity Evolution Architecture
Diagnosis
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Priority setting
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Action Plan
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Implementation
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Monitoring
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Reassessment
Maturity is not a project with a beginning and an end.
It's an ongoing process.
Practical Example - Two Scenarios
Organization A - Low Maturity
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Existing policies, but little applied
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Inconsistent indicators
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Risks mapped but not monitored
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Governance concentrated in a few people
The result: hidden vulnerability and decisions based on perception.
Organization B - High Maturity
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Strategy linked to the risk matrix
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Integrated indicators (KPIs and KRIs)
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Continuous monitoring
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Structured report to the Board
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Control and improvement-oriented culture
The result: strategic predictability, risk reduction and greater institutional trust.
The Real Value of Maturity
Organizations that are mature in terms of governance:
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Greater strategic predictability
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Consistent risk reduction
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Better financial performance
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Greater confidence from investors and regulators
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Ability to grow with control
Mature governance is not bureaucracy.
It's a competitive advantage.
Strategic Conclusion
Maturity in governance is not declared - it is demonstrated.
Without a structured diagnosis, the organization operates in the dark.
Without continuous evolution, governance becomes a formality.
The strategic question is not:
“Do we have governance?”
But yes:
“What is our real level of maturity - and how do we evolve it?”
Companies that measure and evolve their maturity build resilience, credibility and sustainable performance.
