Understand ownership behaviours. Strengthen organisational performance.
OMI® is MaHa’s structured behavioural assessment framework for understanding, developing and strengthening ownership-driven behaviours across individuals, teams, leaders and organisations.
The idea behind OMI®
People can perform similar roles, follow the same processes and receive the same instructions, yet contribute differently because their mindset towards responsibility and outcomes differs. OMI helps an organisation examine how people take initiative, fulfil commitments, collaborate, use resources, respond to problems and contribute to shared outcomes.
Ownership is the behavioural foundation of sustainable excellence. OMI does not measure whether employees behave like business owners. It examines how responsibly and constructively people contribute within their roles, authority and professional boundaries.
Renter Mindset versus Ownership Mindset
The distinction is about the approach a person takes to work and its intended outcomes—not employment status, contractual rights, working hours or willingness to accept unlimited responsibility. “Renter Mindset” is a metaphor for a task-bounded orientation; it is not a label for a person’s character or worth.
Renter Mindset
The person may focus mainly on completing assigned activities and regard issues beyond the immediate task or department as someone else’s responsibility.
- Focuses primarily on assigned tasks rather than the intended outcome.
- May wait for instructions even when an appropriate first step is within their role.
- Reports a problem but may not follow it through or ensure a proper handover.
- Places greater emphasis on departmental boundaries than on shared results.
- Uses existing resources and practices without necessarily considering stewardship or improvement.
Ownership Mindset
The person understands the intended outcome and takes responsible action within the limits of their role, authority and available resources.
- Understands why the task matters and the result it is intended to support.
- Takes appropriate initiative within defined authority.
- Communicates issues, follows up and helps move them towards resolution.
- Collaborates across departments to support the overall result.
- Uses resources responsibly and identifies practical opportunities to improve.
A practical workplace example
If a machine repeatedly develops a quality defect, a task-bounded response may be to complete the production target and simply report the issue. An ownership-oriented response is to communicate the abnormality with relevant information, follow the escalation process and help ensure that the concern is not lost between shifts. The employee does not repair equipment outside their competence or authority; they take responsibility for the appropriate part of the response.
Important: Clear job responsibilities, reasonable working hours, work-life boundaries and authority limits are healthy and necessary. Ownership does not mean exploitation, longer working hours, accepting responsibility beyond one's authority or taking over another person's work. It means fulfilling one's role responsibly, recognising wider impact, communicating early, escalating appropriately and following agreed commitments through to closure.
Ownership must be enabled by leadership
Ownership cannot be demanded from employees while the organisation withholds the conditions needed to act responsibly. Frontline and team ownership must be supported by management ownership: clear expectations, adequate authority, appropriate resources, effective processes and consistent leadership reinforcement. MaHa’s approach therefore considers ownership at employee, manager and leadership levels—not only at the frontline.
OMI® Version 1.0 architecture
8
Behavioural dimensions
50
Behavioural indicators
300
Assessment statements
The eight dimensions organise the approved Version 1.0 indicators and assessment statements. They are broad behavioural areas, not eight separate training courses.
1. Ownership Dimension
Initiative, personal responsibility and willingness to step forward when action is required.
2. Collaboration Dimension
Working relationships, cooperation, communication and constructive conflict management.
3. Accountability Dimension
Commitment to outcomes, follow-through, responsibility for results and resource utilisation.
4. Excellence Dimension
Quality orientation, discipline, standards and continuous improvement.
5. Behavioural Intelligence Dimension
Trust, relationships, awareness and effective interaction with others.
6. Influence Dimension
Influence, coaching and people-development behaviours.
7. Leadership Dimension
Leadership behaviours connecting direction, decisions, people and organisational priorities.
8. Organizational Citizenship & Growth Dimension
Contribution beyond narrow role boundaries, customer value, adaptability and sustainable organisational contribution.
From measurement to meaningful action
Establish a baseline
Create a structured reference point for understanding ownership-related behaviours.
Identify priorities
Explore patterns, strengths and potential development gaps across the defined indicators.
Connect to business needs
Discuss which behavioural priorities matter to the organisation’s operational and strategic context.
Select interventions
Use findings and leadership discussion to guide relevant programmes and leadership actions.
Review progress
Review progress alongside workplace observations and agreed behavioural, operational or people measures.
Two ways to engage with MaHa
Organisations can begin with a comprehensive, assessment-led transformation journey or directly select programmes when their development priorities are already clear.
Full OMI® Lifecycle
For organisations seeking a structured, organisation-wide understanding of ownership-related behaviours before deciding where to focus their transformation effort.
- Detailed organisation-wide assessment: undertake the full OMI® assessment across the organisation and its relevant departments or participant groups.
- Interpret findings and identify priorities: examine the results in context, alongside leadership discussions and relevant workplace evidence.
- Automatic programme selection through TTCPE: after the T0 – Initial Assessment, TTCPE automatically selects the relevant transformation programmes from MaHa’s 12-programme portfolio according to the organisation’s assessed needs and transformation requirements. This creates a needs-aligned programme pathway rather than asking the client to guess which programmes are required.
- Implement and reinforce: deliver the selected interventions and support practical workplace application, leadership reinforcement and follow-through.
- Review progress: review agreed indicators and relevant workplace evidence, then determine any further action.
What the organisation receives: a structured understanding of ownership-related behavioural priorities, an automatically selected programme pathway generated through TTCPE after the T0 – Initial Assessment, and a basis for implementation and review.
Select from the 12 Programmes
For organisations that already understand their development needs or have specific capability areas they want to address.
- Review the purpose, suitable use cases and intended participant benefits of each programme.
- Select one or more programmes that align with the organisation’s known priorities.
- Use the programme estimator to generate an indicative engagement estimate.
- Contact MaHa to discuss the requirement, confirm suitability and develop the engagement proposal.
What the organisation receives: a direct route to relevant learning and development interventions without first undertaking the full OMI® lifecycle.
Explore the 12 programmes →About the 16-question sample: The short sample assessment is provided solely as a demonstration of how the OMI® assessment and report experience works. It contains 16 sample questions and is the introductory demonstration within the full OMI® lifecycle—not a separate service, standalone micro-assessment or third way to engage with MaHa. It does not replace the detailed organisation-wide assessment.
Responsible interpretation: OMI supports behavioural understanding and prioritisation; it does not replace leadership judgement or workplace evidence. Findings should be interpreted in organisational context. Assessment scores alone do not establish that a particular intervention caused a change in organisational performance.
What OMI® is—and what it is not
OMI® is intended to support structured understanding of ownership-related behaviours and help identify development priorities.
It is a behavioural assessment framework
OMI® — Ownership Mindset Index® — organises ownership-related behavioural constructs into its approved eight dimensions, 50 indicators and 300 assessment statements.
It supports diagnosis and prioritisation
Findings can inform discussion about behavioural strengths, development opportunities and interventions relevant to the organisation's context.
It does not replace judgement
OMI® findings should be interpreted alongside leadership judgement, workplace observations and other relevant evidence. Scores alone do not explain every cause of performance or establish causation.
It is not an employee worth or performance label
OMI® should not be treated as a standalone verdict on an individual, a substitute for a formal performance-management process or a reason to ignore role, resource and system constraints.
It does not guarantee outcomes
Assessment alone does not create behaviour change. Progress depends on the relevance of the response, leadership commitment, resources, workplace conditions and implementation.
It must be used for an agreed purpose
The purpose, participant communication, access to findings, confidentiality arrangements and intended use should be clarified with the client before assessment begins.
OMI® supports diagnosis and prioritisation; it does not replace leadership judgement or workplace evidence. The framework's Version 1.0 architecture is retained without modification in this website release.