Nowadays, almost all organizations use information technologies (IT) in some extent that they have gained many advantages from it. However, the wrong management of IT processes may cause big problems for organizations. It is first required to reach the quality to successfully govern IT and its processes. At this point, it is essential to have a quality maturity framework that organizations could use to follow a logical path in achieving quality. This thesis represents a study for determining the general quality requirements of a possible quality maturity framework for IT facilities in organizations. Many quality models, awards and frameworks will be discussed to determine those quality requirements and a possible leveling of the requirements will be also represented. Besides, a quality assessment survey will be performed in Turkish institutions regarding the quality requirements and the factors affecting them to determine the quality level of IT facilities in Turkish institutions.

In our increasingly digital age, the pace of digital transformation requires continuous learning. Microsoft CEO Satya Nadella put it simply when wanting Microsoft to transition from a culture of "know-it-all" to a culture of "learn-it-all". The most valuable commodity for leaders to do is to set an example for lifelong learning and to find opportunities to encourage others to do the same, allowing each employee to take responsibility for skilling up [18]. This study identifies prioritized skills and assesses what skills gaps exist from these. A maturity framework is developed to measure the level of skills within three dimensions “Technical and Digital skills”, “People and organization skills” and “Strategy skills” and is composed of 30 attributes (Table 1). This study uses Sandvik Coromant as a use case for assessing skill gaps and Microsoft as a use case for how to fulfil the gaps. This study contributes to the manufacturing sector by identifying prioritized skills, empirically establishing a maturity framework and providing an evaluation of Sandvik Cormorant’s current skills gap including how to fulfil these skills gaps by programs, tools or initiatives. / I vår alltmer digitala värld kräver takten i digital transformation kontinuerligt lärande. Microsofts vd Satya Nadella uttrycker att Microsoft ska övergå från en kultur av "veta allt" till en kultur av "lära sig allt". Den mest värdefulla tillgången för ledare är att föregå med gott exempel för livslångt lärande och hitta möjligheter att uppmuntra andra att göra detsamma, så att varje anställd kan ta ansvar för kompetensutveckling [18]. Denna studie identifierar prioriterade kompetenser och bedömer vilka kompetensgap som existerar i dessa. Ett mognadsramverk utvecklas för att mäta kompetensnivån inom tre dimensioner ”Tekniska och digitala färdigheter”, ”Människor och organisationsfärdigheter” och “Strategifärdigheter” och består av 30 attribut (tabell 1). Denna studie använder Sandvik Coromant som ett användningsfall för att bedöma kompetensgap och Microsoft som ett användningsfall för hur man ska kunna uppfylla gapen. Denna studie bidrar till tillverkningssektorn genom att identifiera prioriterade färdigheter, empiriskt upprätta ett mognadsramverk och ge en utvärdering av Sandvik Cormorants nuvarande kompetensgap inklusive hur man kan uppfylla dessa kompetensgap genom program, verktyg eller initiativ.

In the fluctuating and competitive business world, the significance of Product Lifecycle Management is on the rise. It's becoming a pivotal strategy for organizations keen on preserving their market competitiveness. However, the practical execution of PLM often poses tangible difficulties. Even though businesses recognize the potential benefits of PLM, the challenges in its effective deployment tend to create hurdles, making the implementation process complex and formidable. This study centered on Tetra Pak applying a distinct framework and a statistical approach to assess the level of PLM maturity. Utilizing a quantitative research methodology, a survey tool that was specifically designed to be in line with this framework was adopted. The research carefully examined the PLM-related business dimensions and components, and the results ultimately revealed Tetra Pak’s overall PLM maturity levels. This method produced a thorough understanding of the company's PLM framework and uncovered potential areas that could use improvement. The findings from this study contribute to a wider comprehension of PLM's role in bolstering sustainability and competitiveness in the contemporary business landscape. The maturity framework, developed as part of this research specific to Tetra Pak, serves as a versatile instrument to steer PLM implementation. This framework assists businesses in adapting to shifting strategies, thereby helping them to maintain a competitive advantage in an ever-changing market.

The primary objective of this study was to develop an Enterprise Risk Management Maturity Framework (ERMMF) for use in the assessment of Enterprise Risk Management (ERM) maturity levels of the insurance industry in Botswana. The ERMMF incorporated elements from the Committee of Sponsoring Organisations of the Treadway Commission (COSO)’s ERM framework and the AON risk maturity model. Five criteria were utilised to define each of the eight components of ERM used to measure ERM maturity levels. The framework was developed qualitatively through literature review. The ERMMF was tested empirically to evaluate the ERM maturity levels of the insurance industry in Botswana. Data was collected from 12 respondents from long-term insurance companies, 15 from short-term insurance companies, 4 from reinsurers and 59 from brokerages. The findings revealed that the whole insurance industry is at the Defined stage of ERM maturity level as the responses bordered around 3 on the developed scale of measurement. The findings implied that the insurance sector in Botswana has generally implemented ERM but not enough follow-ups had been made to ensure that ERM became a continuous process. Results further indicated that although the whole sector was at the defined stage of ERM, the responses in each component differed per stratum. Literature indicates that insurance organisations, regardless of stratum within which they are, are faced with similar risks generally. The differing responses could be due to the magnitude of risks that could differ according to unique characteristics of each stratum. The study further recommended an enterprise risk management implementation procedure for the insurance industry in Botswana. / Business Management / D. Admin (Business Management)