As you read this, I encourage you to comment. I would love to hear your take on this factor - Paul
About this factor
How to assess:
Is there one permanent senior leadership position ultimately responsibile for your Enterprise Geospatial program and who represents the interest of all business units including those of Information Technology
Difficulty (how likely will you move the needle on this factor):
The "Adaptable hierarchy to align with change" factor is a good litmus test on how easy it will be to tackle challenges related to this factor.
Scores around factor 1.1 are difficult to improve, particularly in organizations where leadership & HR have low levels of #gettingitness, where fiefdoms & turf wars exist, change is slow and traditional bureaucratic mindsets and HIPPOs  exist.
In these environments, it will be extremely challenging to convince leadership of the true value of geospatial (our definition of it, not their potentially outdated assumptions of what it is) and the importance of creating the right position, at the right level and with the authority and responsibilities required to transform the organization with location data. The C-Level may say they're bought into "GIS" but this rarely translates into any forward momentum on GIS modernization or enterprise developments. Any change is often nothing more than a new coat of paint over the status quo.
We see many instances where the organization has made efforts to centralize & modernize their GIS divisions to create a core Geospatial Section with a modern focus on the IS of GIS. Traditionally, departments were setup to focus on the G but lacking the skills to transform with IS . Some have distributed power users (not to be confused with decentralized) who have data responsibility. In many cases, maturity is held back (2-Departmental or 3-Corporate) by one single competing division intent on maintaining the status quo. More on this later when we talk about factors related to buy-in, commitment & enterprise strategic alignment
Impact (how significant is this factor from a holistic enterprise view ):
This factor has a huge impact on the success of the program. Without a dedicated position having clear enterprise roles & responsibilities, your geospatial program will continue to struggle and fall behind.
Strategy (Workforce Initiative)
More information about the Workforce Initiative coming in future blog postings.
Have a peak at your peers
Here are some of your peers that have an Enterprise level of maturity (4) for this factor.
Izabela Miller - Salt Lake County, Utah
Resources to learn more & tune your mindset
 BEWARE: THIS HIPPO KILLS YOUR COMPANY!
 Attention GIS Managers: New Strategies for New Times