Strategic IS Planning From the Slovenian Business Perspective Andrej Kovačič, Aleš Groznik, Jurij Jaklič, Mojca Indihar Štemberger, Talib Damij, Janez Grad, Miro Gradišar and Tomaž Turk University of Ljubljana, Faculty ofEconomics, Kardeljeva ploščad 17, SI-1000 Ljubljana, Slovenia Tel: +386 61 1892 400, Fax: +386 61 1892 698 E-mail: andrej.kovacic@uni-lj.si Keywords: strategic information system planning, business Information systems, survey, questionnaire Edited by: Rudi Murn Received: October 29, 1999 Revised: April 6, 2000 Accepted: April 27,2000 In recent years tbere has been a dramatic change in business environment resulting in reengineering of key business activities and processes. Among otbers, the role of information system (IS) bas significantly increased as organisations bave empIoyed information tecbnology (IT) to improve the capture, processing and distribution of information. Information became an important asset to the company, which is carefully monitored, planned and upraised. Tbe paper presents the results of a survey on tbe strategic IS planning practices ofSlovene companies. It bighlights tbe participation, critical success factors and main benefits of strategic IS planning. Tbe results s/iovv that comparing to similar studies very lov/ number (50%) ofre­sponding companies were performing strategic IS planning. It is aiso interesting that in Slovene companies the leading initiator is top management (36%) whereas tbe role ofIS management is surprisingly modest (23%). Main benefits of strategic IS planning from tbe Slovene business perspective are improved internal co-ordination, efficient and effective management ofIS resources and improved productivity. Introduction There are a number of researches focused on identifying key IT issues concerning corporate transformation. Tech­nical progress together with the opening of a global mar­ket is definitely among the primary factors playing roles in modern society. IT is an essential component of a firm's strategy in a global market. One of the consequences of re­cent development in the field of information technology is an ongoing process of planning in both the IS and business arenas. Slovene organizations react very differently to projects or attempts at introducing modern IT and renovation of business processes, though the purpose is clear: reduction of costs, shortening the business cycle, and improvement of quality. The difficulties in the public sector are larger than those in the private sector. The increased employment in the public sector during the past few years has further entrenched bureaucracies; the problems of efficiency are then most often solved through purchasing computer hard­ware and software. Moreover, if managers feel the Corpo­ration they work for is successful at the present time, they usually reject the idea of strategic IS planning and renovat­ing the business. Of course, when a company faces trou­ble, there never seem to be enough financial or human re­sources to start such a project. Coping with these problems vvhile working on IS renovation projects in the last few years, we have noticed (Kovačič, 1999) that IT plays the key role in business process renovation and a strong cor­relation between the quality of IS vvithin an organization, and improvement of overall corporate culture and strate­gies (Lederer, Sethi, 1996). We must also keep in mind that an incorrect or inadequate strategic IS planning can deliver partial solutions which do not consider the system as a whole and are by ali means unsatisfactory. Strategic IS planning is the process of identifying a port­folio of computer-based applications that assists an organ­isation in executing its business plans and realising its business goals (Lederer, Salmela, 1996). Although the importance of strategic IS planning is clearly identified (Karimi, Gupta, Somers, 1996), (Lederer, Sethi, 1996), (Lederer, Salmela, 1996), (Porter, 1985) practical experi­ence on strategic planning is very scarce. The lack of in­formation encouraged us to perform a systematic analysis of strategic IS planning practices in Slovenia. The paper presents the results of a survey on the strategic IS planning practices of Slovene companies. It bighlights the participation, critical success factors and main benefits of strategic IS planning. The results are compared to the results of similar studies (Pavri, Ang, 1995), (Teo, Ang, Pavri, 1997). Different plače and time of that investigation had to be considered. 2 Methodology The purpose of the study was to analyse the strategic IS planning practices in Slovenia. The study was performed by the MIS department of the faculty of Economics in Ljubljana in 1998 and was based on a questionnaire (can be optained from http://www.ef.uni-lj.si/projekti/informatika) that was previously developed by Teo, Pavri and Ang (Pavri, Ang, 1995), (Teo, Ang, Pavri, 1997). We found the coverage of the questionnaire a very good basis for eval­uation of strategic IS planning situation and was therefore left unchanged in order to made the comparison of the re-suits between present and Teo et aVs study feasible. The questionnaire was sent to IS executives in severa! Slovene organizations which were asked to provide Information by answering the questions on the following subjects: organi­zation of the MIS departments, the state of IS, the use of new concepts and technologies in the development of IS, databases, data warehouses and IS strategic planning. The answers to the first section provided general Infor­mation about the company, its structure and general state of the IS, second part provided Information about the archi­tecture of IS and the underlying technology. The focus of the third section was the state of databases and data ware­houses and the last part of the questionnaire investigated IS strategic planning. We are planning to repeat the sur­vey every two years which will help us compare the results and observe current trends in Slovene organizations over a longer timeframe. After eliminating the missing and illogical answers, we got the total number of answers to aH the four parts of the questionnaire (181 to the first part, 175 to the second part, 166 to the third and 131 to the last part). Table 1 shows the structure of the organizations according to its activities. The activities in the category other is of a different kind such us Consulting, transport, IT, catering, tourism, health Service, government, telecommunications. This paper focuses only on the IS strategic planning part of the questionnaire which covers the following topics: - The participation in strategic IS planning - The strategic IS planning critical success factors - The benefits of strategic IS planning - Company and MIS department degree of maturity - Other relevant IS planning data (e.g. planning methodology, corporate and IS plans alignment). 3 Results The study involved 450 large Slovene companies from a wide range of Industries. The size of the companies was defined according to the number of employees and the rev­enues in 1997 (Slovene Corporate Law, 1993). A company classified as large when met both criteria: more than 250 employees and the revenues over 4 million USD. A total of 131 useful returns to the IS planning part were obtained, representing the database on strategic IS planning practices in Slovenia. The rate of the return was 29% and is com­parable with the similar studies (Karimi, Gupta, Somers, A. Kovačič et al. 1996), (Lederer, Sethi, 1996), (Pavri, Ang, 1995), (Teo, Ang, Pavri, 1997), (Torkzadeh, Xia, 1992) conducted in the past where the rate of the return reached 21% , 24%, 22%, 20% and 23% respectivelly. Considering the length (21 pages) and compIexity of open and closed questions, the number of useful returns is quite encouraging and is showing that strategic IS planning is becoming more and more important in Slovenia. Analysis of the returned questionnaires shows that 66 (over 50%) of the responding companies were performing some form of IS planning process. As can be seen from Table 2, the relationship in Teo et alFs study was better since 63% of companies have implemented some form of IS planning process. This is especially worrying since Teo et aPs study was performed two years earlier. Since we are planning to repeat this study every t\vo years it is going to be very interesting to observe how the IS strategic planning process in Slovenia will develop. 3.1 IS strategic plan/corporate plan As has already been presented in the past, the key to the success of the strategic IS planning process is in corpo­rate and strategic IS plan alignment (Clarke, 1992), (Led­erer, Sethi, 1996), (Lederer, Salmela, 1996). Although the rate of companies conducting the strategic IS planning in Slovenia is much lower that the one in Singapore, it is sur­prising that corporate and strategic IS plans are aligned in much higher rate (92.4% compared to Teo et aPs 79.3%) as shown on Table 3. Furthermore, in majority of companies (96.9% in the present study, 93.1% Teo et aFs), the IS strategic plan de­velopers show a high level of awareness of corporate objec­tives. Such results suggest that those companies that per­form strategic IS planning realise the importance of corpo­rate and strategic IS plan alignment as the key to the suc­cessful role of IT in business environment. 3.2 Planning methodologies/participants in IS planning Table 4 shows the comparison of the planning methodolo­gies used by companies. Of the 65 respondents, 39 (60% compared to Teo et aFs 69%) stated that they used a com­bination of top-bottom and bottom-up planning methodolo­gies. In addition, 24 respondents (36.9% compared to Teo et aFs 19%) used top-down planning approach. This re­sult suggests that combination of methodologies prevails as most usual IS planning methodology, enabling synergy of business and user involvement. Dissimilar to Teo et aFs finding our results suggest that top-down approach is more widely used in Slovenia. This indicates that IS planning in Slovenia is stili traditionally oriented process in which management plays very important role. Table 5 shovvs the portfolio of participants involved in strategic IS planning in which top and MIS management plays the predominant role (on the scale from 1 to 5, 2.92 and 2.43 respectively Business activity Manufacturing Commerce Finance and insurance Mixed Other Number Percentage 75 41 % 31 17% 13 7% 7 4% 55 30% Table 1: Structure of organizations based on business activity IS strategic plan Present study Number Percentage Rank Number Existing Non-existing 6665 50.4% 49.6% 1 2 58 34 Table 2: IS strategic plan implementation Teo et al. Percentage Rank 63.0% 1 37.0% 2 in the present study compared to Teo et aFs 3.79 and 3.36) comparing to users involvement (1.55 compared to Teo et al's 2.8). Comparing strategic IS planning methodologies and par­ticipants we can conclude that combination of both top-bottom and bottom-up planning methodologies is stili pre­vailing. High involvement of top and MIS management and significant lack of users participation results in high rate of top-down approach. 3.3 Critical success factors Among 10 critical success factors listed, first 4 in our study were related to importance of management involvement and support as well as human resources related issues. Getting top management support for the planning efforts (4.83 in the present study, 4.69 Teo et al) with having a clear-cut corporate plan guide IS planning efforts (4.52 in the present study, 4.41 Teo et al) represent the key drivers for successful strategic IS planning in the literature (Clarke, 1992), (Karimi, Gupta, Somers, 1996), (Lederer, Sethi, 1996). The ability to obtain sufficient qualified personnel ranks as the second most important critical success factor in strategical IS planning personnel in Slovenia (4.59 in the present study, 4.22 Teo et al). We believe that the reason for this deviation is a significant shortage of qualified resources to support increasing evolution and spread of Information technology. The fourth most important critical success factor is good user-lS relationships (4.38 in the present study, 4.22 Teo et al). This relationship is crucial for achieving the strate­gic objectives. Users and IS staff shouid act as partners in meeting the strategic objectives which vvould lead the company to operational excellence as already proved in the past (Karimi, Gupta, Somers, 1996), (Lederer, Sethi, 1996), (Lederer, Salmela, 1996), (Porter, 1985). Other suc­cess factors (see table 6) are mainly planning related (i.e. time management, environmental changes, planning pro­cedure, etc). 3.4 Benefits/satisfaction with strategic IS plan According to the results shown in Table 7, companies highly appreciate the benefits from strategic IS planning process (on a scale from 1 to 5, ali benefits were rated with a mean of 3.89 or higher). The most important benefits were in both studies improved internal co-ordination (4.57 in the present study, 4.07 Teo et al), efficient and effective management of IS resources (4.45 in the present study, 4.05 Teo et al) and improved productivity (4.37 in the present study, 4.09 Teo et al). It is also interesting to observe that respondents value internal benefits more than external. The possible reason is that internal benefits are easily recog­nised whereas external are not clearly defined. A comparison of the two studies reveals that although the most important benefits match, they were ranked dif­ferently. Improved productivity, which was the most im­portant benefit in Teo et aFs study ranked only third in the present study. This is somehow interesting since im­proved productivity is historically the most important ben­efit from strategic IS planning process (Davenport, Linder, 1994), (Karimi, Gupta, Somers, 1996), (Lederer, Salmela, 1996), (Porter, 1985), (Torkzadeh, Xia, 1992), that was in the present study clearly underscored (10 respondents rated improved productivity below semi-beneficial). This indi­cates that many Slovene executives perhaps stili do not un­derstand the strategic role and benefits of IS. The change of traditional thinking using IS for internal co-ordination and efficient and effective management support will have to be changed to improve productivity as well as external bene­fits. The first step to achieve this change shouid be a part of strategic IS planning process. IS strategic plan allignment Alligned Not-alligned Corporate plan non-existing Present study Number Percentage Rank Number Teo et al. Percentage Rank 61 2 3 92.4% 3.0% 4.5% 46 12 O 79.3% 20.7% 0.0% 1 2 3 Table 3: Corporate and strategic IS plan alignment Planning methodologies Number Bottom-up 2 Top-down 24 Combination of above 39 No ansvver 0 Total 65 Present study Percentage Rank 3.1% 3 36.9% 2 60.0% 1 0.0% 4 100.0% Number Teo et al. Percentage Rank 7 11 40 0 58 12.1% 19.0% 69.0% 0.0% 100.0% 3 2 1 4 Table 4: IS planning methodologies Similarly to highly appreciated benefits from strategic IS planning process, the satisfaction with strategic IS plan also ranked high. Over 98 percent of respondents rated the satisfaction with their strategic plan above average. 3.5 Initiation of strategic IS planning process The results presented in Table 8 show that initiators of strategic IS planning process vary significantly betvveen Slovenia and Singapore. Whereas Teo at aFs study shows natural rank of initiators (41.4% IS management; 25.9% top, IS and line management; 12.1% top and IS man­agement), present study reveals that in Slovenia the most important initiator of strategic IS planning process is top management (35.9%), follovved by top and IS management (28.1%) and IS management (23.4%). The responses regarding the initiation of strategic IS planning process confirmed that in Slovenia IS planning is stili traditionally oriented process in which top manage­ment plays very important role. This is very surprising since we would expect IS management to significantly add value to the strategic IS planning due to it's expertise. It is also very revealing to note that top, IS and line man­agement does not take joint initiation in Slovenian compa­nies. In fact, joint management initiation rated last with only 3.1% in contrast vvith 25.9% in Teo et aPs study. 3.6 Evaluating IS function It is interesting to observe that among 66 companies that practised strategic IS planning process, only 15 (23.1%) have objective measures of IS contributions to productiv­ity, although 95% of respondents rated the importance of developing such measures with 3 or higher on a scale from 1 to 5. This result is in line with Teo et aPs result that shows 24% respondents have objective measures and 98% rated the importance 3 or higher. The lack of objective measures of IS contributions to productivity is also connected to benefits from strategic IS planning. Since very few respondents have objective mea­sures of IS contributions to productivity there is no mech­anism to measure the impact on productivity of business processes resulting in poorrating of improved productivity as a benefit from strategic IS planning (Table 7). Nevertheless, results shovv that the importance is recog­nised by the companies, but not yet implemented in prac­tise. It is going to be very interesting to see how this subject is going to develop in the future since the impact of Infor­mation technology on productivity remains an important benefit. 3.7 Company's degree of maturity The company's degree of maturity has been evaluated through long range business planning, capital allocation and objective setting. It is very encouraging that 84.6% of responding companies perform long range business plan­ning in either more tactical than strategic (47.7%) or clearly strategic nature (36.9%). Financial aspect of the capital allocation is significant since 95.4% of respondents have set capital allocation cri­teria. Out of these 64.6% of respondents perform rigorous financial analysis vvith (33.8%) or without (30.8%) post au­dit. This results shovv that most companies perform serious financial analysis as a part of their planning process. In čase of clear objective setting, our study shovvs that the majority of respondents set the objectives (93.8%). It is interesting that there is a spread of only 12.3% be­tvveen the top three objective settings; highly targeted in­ Participants (scale from 0 to 3) Present study Teo et al. Number Mean S.D. Rank Mean S.D. Rank MIS managers 64 2.92 0.32 1 3.79 0.59 1 Top managers 65 2.43 0.76 2 3.36 0.74 2 System analysts (developers) 55 2.20 0.86 3 2.75 0.88 4 Non-MIS managers 63 2.02 0.85 4 2.58 0.84 5 Consultants 62 1.92 1.05 5 1.89 0.92 9 Computer systems programmer 62 1.77 0.99 6 2.29 1.02 6 Computer operations personnel 57 1.56 0.94 7 2.05 0.91 7 Users 64 1.55 0.90 8 2.80 0.80 3 Vendors 58 1.36 1.03 9 2.02 0.86 8 Table 5: Participants in IS planning dividual objectives with strong follow-up directly affecting compensation (32.3%), only generalised individual objec­tives (24.6%) and highly targeted individual objectives with strong follow-up (20%). This indicates that there is a wide variety of objective setting practises currently in plače in Slovene companies leading us to a conclusion that this area should be better focused on and improved in the future. 3.8 MIS departmenf s state of maturity The MIS departmenfs state of maturity has been evaluated through Computer operations, system development, user in­volvement and feasibility assessment. The study shows that 14.8% of respondents stated that users are dissatisfied with the timeline and accuracy of computer operations. That is clearly a number that is not to be overlooked and computer operations should be the area where MIS departments must improve. One reason for dissatisfaction couid be that ex­tent of users participating in strategic IS planning is very Iow (1.55 in Table 5) although one of the most important critical factors in strategic IS planning is good user-IS rela­tionships (4.38 in Table 6). System development and users involvement parts of the questionnaire are possibly the most questionable in terms of data quality since our respondents are from the IS de­partment. The study nevertheless shovvs that in the majority of respondents users are very confident of the MIS group's ability to consistently deliver major systems approximately on tirne, within budget and meeting specifications (66.2%) as well that users are involved only as much as neces­sary to define the system specifications and to implement it (63.1%), we must not forget that the questionnaire was fiiled in by IS executives. Ratings of IS department on MIS performance and users involvement might therefore be bi­ased. In čase of feasibility assessment it is very surprising to note that in 24.6% of companies no formal standard for assessing the feasibility of proposed major systems devel­opment projects exists. Feasibility studies are nevertheless performed in 75.4% of companies. This share should in­crease in the future since resource management is becom­ing of vital importance in today's business environment. 4 Conclusions Although the importance of strategic IS planning is clearly identified, the study shovvs that a moderate number (50.4%) of Slovene companies are involved in strategic IS planning. This is surprisingly low if we take into consideration that Teo et aPs study reveals 63% of Singapore companies were performing strategic IS planning in 1996. On the other hand, it is encouraging that those com­panies that perform strategic IS planning have corporate and strategic plans aligned (92.4%), enabling them to meet overali business plans and goals. The study also shovvs that strategic IS planning in Slovenia is stili traditionally oriented process in which top management plays an im­portant roie since top managers are the key initiators and participants in IS planning in which top-down approach is broadly used. This is very surprising since we vvould expect the role of IS management to be significant due to their ex­pert knovvledge and experience. On top of the sometimes diminished role of IS management, the study shovvs that 14.8% of respondents stated users are dissatisfied with the timeline and accuracy of computer operations. This indi­cates that apart from underperforming role of IS manage­ment, users involvement in a strategic IS planning is also insufficient (users participation ranked last in the present study), although good user-IS relationship is one of the key success factors in strategic IS planning. Overali strategic IS planning process is stili one of the key business activities vvhere Slovene companies will have to improve in order to be able to effectively participate on the overali globa! market of the Information era. References [1] R. CIarke: Strategic Information Systems: Retrospect and Prospect, International Conference on Information Systems and Organisations, Bled, Slovenia, 1992. Critical success factors Present study Teo et al. (scale from 0 to 5) Number Mean S.D. Rank Mean S.D. Rank Getting top management support 64 4.83 0.38 1 4.69 0.54 1 for the planning efforts Being able to obtain sufficiently 64 4.59 0.58 2 4.22 0.75 3 qualified personell to do a proper job Having a clear-cut corporate plan to 64 4.52 0.73 3 4.41 0.80 2 guide IS planning efforts Good user-IS relationships 64 4.38 0.76 4 4.22 0.68 3 Investing sufficient 'front end' tirne to ensure 64 4.31 0.73 5 3.98 0.78 8 that ali planning tasks and individiual responsibilities are well understood Anticipating likely changes in Information 64 4.28 0.74 6 4.10 0.67 5 technology (and environmental changes) which might affect the strategic IS planning process Having free comunication and commitment 63 4.21 0.91 7 4.02 0.81 7 to change throught the organisation Having a clear, concise, formal, 64 3.98 0.86 8 4.05 0.85 6 planning procedure Deciding on an appropriate 64 3.89 0.89 9 3.95 0.60 9 planning horizon Taking into account the people and politics 63 3.65 1.09 10 3.55 0.82 10 side of strategic IS planning system Table 6: Critical success factors in IS planning [2] T. Davenport, J. Linder: Information Management In­frastructure: the new competitive vveapon? Proceedlngs ofthe 27th Hawaii International Conference on System Sciences, 1994, 885 - 896. [3] J. Karimi, Y. P. Gupta, T. M. Somers: Impact of Com­petitive Strategy and Information Technology Maturity on Firm's Strategic Response to Globalisation, Journal ofMIS, 12(1996), 55 - 88. [4] A. Kovačič: Information Technology as an Enabler to Enterprises in Transition, Proceedings of The Third In­ternational Conference 'Enterprise in Transition', Uni­versity of Split, Split-Šibenik 1999,278 - 290. [5] . L. Lederer, V. Sethi: Key Prescriptions for Strate­gic Information Systems Planning, Journal of MIS, 13(1996), 35-62 . [6] A. L. Lederer, H. Salmela: Tovvard a Theory of Strate­gic Information Systems Planning, Journal of Strategic Information Systems, (1996), 237 - 253. [7] F. N. Pavri, J. S. K. Ang: A study ofthe strategic plan­ning practices in Singapore, Information and Manage­ment,'28(1995), 33 - 47. [8] M. E. Porter: Competitive Advantage: creating and sustaining superior performance, Free Press, New York, 1985. [9] T. S. H. Teo, J. S. K. Ang, EN. Pavri: The state of strategic IS planning practices in Singapore, Informa­tion and Management, 33(1997), 13 - 23. [10] G. Torkzadeh, W. Xia: Managing Telecommunica­tions by Steering Committee, MIS Quarterly, 16(1992), 187-199. [11] Zakon o gospodarskih družbah (Slovene Corporate Law), Uradni list RS-30/93(1993), Ljubljana. Benefits from strategic IS planning process Present study (scale from 0 to 5) Number Mean S.D. Rank Improved internal coordination 65 4.57 0.63 1 Efficient and effective management of 65 4.45 0.66 2 IS resources Improved productivity 65 4.37 0.81 3 Improved quality in products/services 65 4.23 0.87 4 Improved competitive position 64 4.16 0.91 5 Sound technology path and policies 65 3.97 0.80 6 Larger market share 63 3.90 1.00 7 Greater ability to meet changes 62 3.89 1.11 8 in the industry Table 7: Benefits from strategic IS planning process Initiated by Present study Number Percentage Rank Number Top management 23 35.9% 1 5 Top and IS management 18 28.1% 2 7 IS management 15 23.4% 3 24 IS and line management 3 4.7% 4 3 Line (or functional) management 2 3.1% 5 0 Top, IS and line management 2 3.1% 5 15 Missing data 1 1.6% 7 4 Table 8: Initiators of strategic IS planning process Teo et al. Degree of maturity Number Long range business planning No formal long-range business plan Mostly financial and headcount projections More tactical than strategic Clearly strategic in nature 3 7 31 24 Capital allocation No formal capital allocation criteria Formal document stating purpose and level of investment, but no financial measure of attractiveness 3 20 Rigorous financial analysis for ali major expenditures but no post audit Rigorous financial analysis with post audit 20 22 Objective settlng No formal setting of individual objectives Only generalized individual objective are set Highly targeted individual objectives are set but no formal follow-up or appraisal of results Highly targeted individual objectives vvith strong Highly targeted individual objectives with strong direcdy affecting compensation follow-up follow-up 4 16 11 13 21 Mean S.D. Rank 4.07 4.05 0.71 0.59 2 3 4.09 3.88 4.00 3.70 3.30 3.89 0.64 0.69 0.81 0.63 0.91 0.76 1 6 4 7 8 5 Teo et al. Percentage Rank 8.6% 4 12.1% 3 41.4% 1 5.2% 6 0.0% 7 25.9% 2 6.9% 5 Percentage 4.6% 10.8% 47.7% 36.9% 4.6% 30.8% 30.8% 33.8% 6.2% 24.6% 16.9% 20.0% 32.3% Table 9: Company's degree of maturity Stage of maturity Computer operations Users are dissatisfied with the timeline and accuracy of Computer operations Users are generally satisfied with timelines and accuracy of Computer operations but no formal production statistics are communicated to them Production control has been formalized, production objectives are set and performance versus plan is communicated to users on a regular basis Systems developinent No formal standard for systems deveiopment exists Users have little confidence in the MIS group's ability to deliver major systems on tirne, within budget and meeting specifications Users are very confident of the MIS group's ability to consistently deliver major systems approximately on time, within budget and meeting specifications Users Involvement Users are rarely involved in the systems deveiopment process Users are involved only as much as necessary to define the system specifications and to implement it Users are actively involved in ali phases of the system deveiopment process and often manage the project team Feasibility assessment No formal standard for assessing the feasibility of proposed major systems deveiopment project exists Feasibility assessments are wel] defined and required for ali proposed major system deveiopment project but no post-implementation audit Feasibility assessments are well defined and required for aH proposed major system deveiopment projects and follovved by post-implementation audits Table 10: MIS department's state of maturity Number 9 26 26 8 14 43 2 41 22 16 15 34 Percentage 14.8% 42.6% 42.6% 12.3% 21.5% 66.2% 3.1% 63.1% 33.8% 24.6% 23.1% 52.3%