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Organizational Readiness

A5

Assess and review the organization's readiness for sourcing initiatives. Such an assessment might take into account, for example, the extent of process standardization, the adaptability of the organizational structure and culture, the methods and media used for communication, and the policies and practices relating to resourcing and skills transfer and retention.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Organizational Readiness at each level of maturity.

1Initial
  • Practice
    Rely on the best endeavours of available personnel.
2Basic
  • Practice
    Define the most important interfaces between the retained organization (e.g. available resources and skills), and the provider.
    Outcomes
    • Interaction between providers is defined.
    • Co-operation between providers occurs on occasions.
    Metric
    % of defined interfaces between the retained organization and the provider.
3Intermediate
  • Practice
    Determine organizational readiness including criteria such as: process standardization; available resources and skills; and design of the retained organization's structure.
    Outcome
    Before deciding on an outsourcing deal, there is transparency of the IT functional readiness.
    Metric
    # of criteria considered to assess the IT functional readiness.
4Advanced
  • Practice
    Determine the cultural readiness using a reliable assessment model, typically via surveys.
    Outcome
    There is transparency of the cultural readiness.
    Metric
    # of surveys conducted.
5Optimized
  • Practice
    Review and optimize the process of determining the IT functional and cultural readiness.
    Outcome
    New developments that affect the IT functional and cultural readiness are captured.
    Metric
    % of actions completed arising from reviews of organizational readiness assessment.