Common Purpose
Create a shared understanding and acceptance of how IT-enabled change programmes contribute to the realization of business value in support of the organization's mission and vision.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Common Purpose at each level of maturity.
- 1Initial
- Practice
- Informal activities are in place relying on best endeavours of available personnel.
- Outcomes
- Individuals have little or no awareness of mission/mandate, values, vision and principles.
- Investment decisions are based on individual priorities and agendas.
- Individuals and teams see their role as delivering local technology capabilities, with little or no awareness of their potential contribution to local or organizational value.
- 2Basic
- Practice
- Publish/distribute the mission/mandate, values, vision and principles.
- Outcome
- Most individuals are aware of mission/mandate, values, vision and principles, however they may have little or no understanding of their relevance due to lack of interaction/two-way communication.
- Metric
- % of senior executives and managers who can articulate a common business value understanding clearly, e.g. to their staff or colleagues.
- Practice
- Define a strategic level portfolio of IT-enabled change investments.
- Outcomes
- Executive management have awareness of major IT-enabled change programmes, with emerging understanding of their full scope and of the interdependencies between them.
- Individual project teams have increased understanding of the local relevance and value of projects, but have limited understanding of their relevance in the broader organizational context.
- Metric
- % of senior executives and managers who can clearly articulate the relevance of change programmes to the overall organization mission and goals.
- Practice
- Define mission, values, vision and project priorities in the IT organizational context.
- Outcome
- Individuals are focused mainly on local priorities with little or no awareness of their role in supporting and contributing to the mission/mandate, values, vision and principles of the wider organization.
- Metric
- Existence of formal mission/vision/principles statements.
- 3Intermediate
- Practice
- Engage with middle management in communicating and discussing the rationale and implications of the mission/mandate and values in terms of individual roles, responsibilities, and behaviours.
- Outcome
- There is increased understanding of the relevance of mission/mandate, values, vision, and principles to individual and team behaviour.
- Metric
- % of senior executives and managers who can articulate a common business value understanding clearly, e.g. to their staff or colleagues.
- Practice
- Use a common language to express IT and other business executives' understanding of the overall mission and values to their teams.
- Outcome
- There is increased understanding at the team and individual levels of their roles in ensuring that change programmes support and contribute to mission/mandate, values, vision, and principles.
- Metric
- % of staff who share a common business value understanding and can relate that to their own projects and roles.
- 4Advanced
- Practice
- Engage continually with all stakeholders to confirm and institutionalize understanding and acceptance of roles and responsibilities such that investment decisions are made in the context of the “common purpose”.
- Outcome
- There is broad understanding and growing commitment to a “common purpose” within both IT and ther rest of the business.
- Metric
- % of employees who are involved in IT-enabled change.
- Practice
- Promote and reinforce the “working together as one” ethos (the “common” feeling, the shared experience of the team).
- Outcome
- There is increased understanding of, and commitment to the investments in IT-enabled change aligned with the “common purpose”.
- Metric
- % of staff who share a common business value understanding and can relate that to their own projects and roles.
- Practice
- Engage regularly with all staff, at all levels, in relation to their role in implementing IT-enabled change
- Outcome
- There is broad understanding at the team and individual levels of their roles in ensuring that change programmes support and contribute to mission/mandate, values, vision and principles.
- Metric
- % of staff who express personal commitment to the common business value agenda and its programmes.
- 5Optimized
- Practice
- Monitor, review, improve and evolve the organization's value statement and mission.
- Outcome
- There is on-going organizational and individual improvement and evolution in contributing to the “common purpose”.
- Metric
- % Year over Year (YoY) improvement in alignment and contribution of investments in IT-enabled change to business value.
- Practice
- Monitor, review, improve and communicate the performance of the change portfolio.
- Outcome
- Business and IT staff at all levels clearly understand the relevance and priority of each programme in the portfolio and are personally committed to making them a success.
- Metrics
- % YoY programmes re-prioritized in the portfolio
- YoY speed at which portfolio changes are mobilized by management and staff.
- Practice
- Recognize, reward and celebrate contributions to business value by IT-enabled change.
- Outcome
- Individuals at all levels feel recognized and rewarded regarding their role in implementing IT-enabled change, and have an on-going commitment to the priorities of the overall organization and individual change programmes.
- Metric
- % of investments with reward and recognition plans included.