Culture
Promote organizational buy-in to targets by, for example, highlighting the reasons for change and identifying the owners of improvement initiatives.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Culture at each level of maturity.
- 1Initial
- Practice
- Practices are ad hoc, occurring on a best endeavour basis.
- Outcome
- _
- Metric
- _
- 2Basic
- Practice
- Use basic awareness events (e.g. communicate via staff email, scheduled meetings, etc.) to keep staff informed of assessment activities and motivations to change, and to improve current practices.
- Outcome
- There is an increase in organizational buy-in.
- Metric
- Yes/No indicators re the existence of and adherence to a process for regularly communicating IT capability assessment activities to employees. # of emails/reports/other communication formats used to inform the wider organization of IT capability assessment and improvement activities.
- Practice
- Introduce basic training and incentives in parts of the IT function to reward employees for contributing to capability improvements.
- Outcome
- There is an increase in individual buy-in.
- Metric
- % of stakeholders affected by IT capability assessments receiving appropriate training. % of stakeholders affected by IT capability assessments receiving additional compensation (and/or recognition e.g. awards) based on their contribution to IT capability improvements.
- 3Intermediate
- Practice
- Communicate the motivations and the need for baseline evaluations within the IT function and some other business units.
- Outcome
- Fundamental support and buy-in is obtained from the IT function and some other business units.
- Metric
- Yes/No indicators re the existence of and adherence to a process for regularly communicating IT capability assessment activities to employees. # of emails/reports/other communication formats used to inform the wider organization of IT capability assessment and improvement activities.
- Practice
- Set up a defined process (e.g. establish an agreed communication strategy) to generate awareness, encourage participation by everyone, and ensure ownership.
- Outcome
- There is an increase in organizational buy-in.
- Metric
- Yes/No indicators re the existence of and adherence to a process for regularly communicating IT capability assessment activities to employees. # of emails/reports/other communication formats used to inform the wider organization of IT capability assessment and improvement activities.
- Practice
- Provide training (e.g. tailored training, mentoring and coaching) and link incentives for driving capability improvements with yearly target-setting, across the IT function and some other business units.
- Outcome
- There is an increase in individual buy-in.
- Metric
- % of stakeholders affected by IT capability assessments receiving appropriate training. % of stakeholders affected by IT capability assessments receiving additional compensation (and/or recognition e.g. awards) based on their contribution to IT capability improvements.
- 4Advanced
- Practice
- Foster awareness of and buy-in to capability assessments through organization-wide communication using various existing channels (e.g. employee magazines, intranet, communication events, etc).
- Outcome
- Increasing consistency in communication will increase buy-in.
- Metric
- Yes/No indicators re the existence of and adherence to a process for regularly communicating IT capability assessment activities to employees. # of emails/reports/other communication formats used to inform the wider organization of IT capability assessment and improvement activities.
- Practice
- Install formal training and incentive schemes organization-wide to encourage employee participation in driving capability improvements (including appropriate capability training, suggestion/improvement schemes, and incentive schemes with triggers for the self interests of employees, e.g. promotion, recognition, reward, etc.).
- Outcome
- There is an increase in individual buy-in.
- Metric
- % of stakeholders affected by IT capability assessments receiving appropriate training. % of stakeholders affected by IT capability assessments receiving additional compensation (and/or recognition e.g. awards) based on their contribution to IT capability improvements.
- 5Optimized
- Practice
- Extend communication around capability assessments to all relevant stakeholders from the business ecosystem. Conduct a round table stakeholder review of all assessment results.
- Outcome
- Structured communication and feedback increases business ecosystem buy-in.
- Metric
- Yes/No indicators re the existence of and adherence to a process for regularly communicating IT capability assessment activities to employees. # of emails/reports/other communication formats used to inform the wider organization of IT capability assessment and improvement activities.
- Practice
- Reflect assessing capability as part of every employee's skill profile and yearly review plan.
- Outcome
- Capability assessment is recognized as an important aspect of employees' work.
- Metric
- % of identified IT capability stakeholders with defined roles and responsibilities in capability assessments.
- Practice
- Regularly revise and optimize training and incentives (e.g. through capturing feedback from stakeholders, industry-wide comparisons, etc).
- Outcome
- There is an increase in individual buy-in.
- Metric
- % of stakeholders affected by IT capability assessments receiving appropriate training. % of stakeholders affected by IT capability assessments receiving additional compensation (and/or recognition e.g. awards) based on their contribution to IT capability improvements.