Is this familiar?
- Your team keeps putting out fires, but structural IT problems keep coming back.
- You lack visibility across the full process — let alone into what your suppliers are doing.
- Negative end-user feedback often only arrives when something has already gone wrong.
- Each sprint must go faster, yet pressure on quality and stability only increases.
- And all the while, you are trying to stay in control.
You are not alone. Organisations in nearly every sector face these challenges. Topics like stability, end-to-end control, business–IT alignment, compliance and faster software delivery are complex and wide-reaching. Often, there is no clear approach — and even when there is, implementation proves difficult. Even in organisations that recognise the problem, it is often a struggle to set up the right team (such as a Center of Excellence or IT4IT team) — let alone ensure adoption and embed new ways of working. That is exactly why we developed a practical model that brings clarity and focus: the Observability Maturity Model (OMM).
A growth model for observability
Our model shows how to use data step by step — to improve collaboration, accelerate decision-making, and increase impact. The five levels help you not only implement observability, but truly embed it into the way your organisation works.
We start at ‘Reactive’, where actions follow incidents, and move through Insight, Control and Integration towards Innovation. In doing so, observability evolves from isolated metrics to a fully integrated part of your operating model.
Reactive — the starting line
You respond to incidents, often only after a user reports a problem.
Example: The website is slow. A support ticket is raised. IT starts digging — with no clear starting point. The same issue comes back the next day.
Insight — the first step towards control
You create transparency. Together we map your IT or process chain so you can act earlier.
- What starts to emerge?
- Dashboards show system behaviour.
- Incidents are detected earlier.
- You begin to see performance trends.
Control — taking ownership
You make service quality measurable. With clear SLOs and KPIs, everyone knows what is expected.
What changes?
- Issues are predicted instead of just reported.
- Teams take ownership based on data.
- Improvement becomes a continuous process.
Integration — accelerating and refining
You shift performance monitoring towards development. Automation, CI/CD and business alignment take priority. Typical questions at this stage include: Do I fix this now, or is there room to wait? Can I speed up my process with automation?
What is the impact?
- Dev teams see the direct impact of their work.
- Insights inform business decisions.
- Manual actions are automated where possible.
Innovation — co-creation across the chain
You collaborate with partners and suppliers based on shared data.
Example: An e-commerce company and its logistics supplier share real-time observability data. They optimise their delivery process and prevent delays or frustration — before they occur.
From ambition to action: how we make the difference
Picture this: you know where your organisation wants to go. The ambition is there, the direction is clear — but how do you ensure it does not remain just good intentions?
It starts with choosing the right path. By positioning your organisation within our Observability Maturity Model, we identify tangible next steps together. Every step we take increases data usage and team involvement — building ownership and real progress.
- Our approach follows a familiar rhythm:
- We define your goals together.
- We plan the steps to get there.
- We execute with focus and clarity.
- Then we validate and improve.
Because we work in short cycles, we can continuously adapt based on new insights — and keep delivering value. This is how ambition becomes action. And action becomes impact.
Where do you stand?
Curious where your organisation falls within this model? And what the next step is to turn observability into measurable value? Let’s talk. We are happy to share insights, examples and experiences.
