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Value Culture

A1

Create a shared understanding of what constitutes business value for the organization, and a culture focused on creating and sustaining that value.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Value Culture at each level of maturity.

1Initial
  • Outcomes
    • The focus is on the delivery of technology as a cost to be minimized.
    • There is limited common understanding of what constitutes ‘value’ for the organization.
2Basic
  • Practice
    Define what constitutes value (using some combination of “triple bottom line” [economic/financial — profit, social — people, and ecological/environmental — planet] and Porritt's “five capitals model” [Financial, Social, Human, Natural, & Manufactured Capital — in public sector might include Political]), and how it will be measured.
    Outcome
    There is awareness that technology is a “means to an end” — shaping and enabling business change, which must have a demonstrable contribution to business value.
    Metric
    Existence of a formal business value definition for the organization.
  • Practice
    Develop a common (value) language.
    Outcome
    A common business value language is used in the organization.
    Metric
    % of staff who use a common business value language.
3Intermediate
  • Practice
    Communicate the importance of effective enterprise governance in managing a portfolio of investments in business change to optimize their contribution to business value.
    Outcome
    There is understanding of the role of effective enterprise governance in managing a portfolio of investments in business change such that their expected contribution to business value is optimized.
    Metric
    % of senior executives and managers who share a common value culture understanding.
  • Practice
    Support the implementation of value/benefits management processes/practices.
    Outcome
    A “value mindset” is embedded in governance and management processes.
    Metric
    % of applicable governance and management processes where value culture has been integrated.
4Advanced
  • Practice
    Align the reward system to recognize the commitment required to ensure that investments in business change contribute to business value.
    Outcome
    The governance process works in alignment with the incentive system to ensure that investments in business change contribute to business value.
    Metric
    % alignment of the reward system to the formal mission/vision/principles statements.
  • Practice
    Lead by example so as to institutionalize the focus on value.
    Outcome
    A corporate culture of business value is established (“the way we do things round here” — unspoken norms of behaviour, role models, symbols, artefacts, stories and practices).
    Metric
    % of staff in alignment to the value culture.
5Optimized
  • Practice
    Recognize and celebrate individuals and teams who successfully demonstrate alignment to the value culture.
    Outcome
    A strong and continuously evolving/improving value culture that is not dependent on any one individual is evident.
    Metric
    % of senior executives and managers demonstrating visible alignment to the value culture.
  • Practice
    Monitor, review and improve the understanding and evolution of the organization's culture of business value.
    Outcome
    There is on-going organizational and individual improvement in sustaining and evolving a value culture.
    Metrics
    • % YoY improvement in alignment and contribution of investments in IT-enabled change to business value.
    • % YoY improvement in the individuals understanding of the organization's culture of business value.