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

2Basic

• Practices

  • Define what constitutes value, and how it will be measured.
  • For example, using some combination of the ‘triple bottom line’ framework (economic/financial, social/people, and ecological/environmental) and Porritt's ‘five capitals model’ (financial, social, human, natural, and manufactured capital). In the public sector, the latter might also include political capital.

  Outcome

  There is awareness that technology is a ‘means to an end’ — shaping and enabling business change, which must make 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 so that their expected contribution to business value is optimized.

  Metric

  % of senior executives and managers who share a common understanding of value culture.

• Practice

  Support the implementation of value benefits management processes and 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 business value.

  Outcome

  A corporate culture of business value is established (“the way we do things around here” — unspoken norms of behaviour, role models, symbols, artefacts, stories, and practices).

  Metric

  % of staff in alignment with the value culture.

5Optimized

• Practice

  Recognize and celebrate individuals and teams who successfully demonstrate alignment with the value culture.

  Outcome

  A strong and continuously evolving and 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 ongoing organizational and individual improvement in sustaining and evolving a value culture, and in recognizing the need for agility and innovation.

  Metrics

  • % Year on year improvement in alignment with value culture and in the contribution of investments in IT-enabled change to business value.
  • % Year on year improvement in individuals' understanding of the organization's culture of business value.