Value Culture
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.