Value Culture
Create a shared understanding of what constitutes business value for the organisation, 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.
- 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.