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Representative POMs are described for Common Purpose at each level of maturity.

2Basic

• Practice

  Publish/distribute the mission/mandate, values, vision, and principles relating to business value.

  Outcomes

  • Most individuals are aware of the mission/mandate, values, vision, and principles relating to business value.
  • However, they may have little or no understanding of their relevance to their own role, because senior management does not communicate effectively with them on these matters.

  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 organization's overall mission and goals.

• Practice

  Define mission, values, vision, and project priorities in the IT organizational context.

  Outcome

  Although aware of the existence of formal mission/vision/principles statements, 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 senior and middle management in communicating and discussing the rationale and implications of the mission/mandate and values as they apply to individual roles, responsibilities, and behaviours.

  Outcome

  There is increased understanding of the relevance of the 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

  Ensure IT and business leaders use a common business value language to express their 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 the mission/mandate, values, vision, and principles.

  Metric

  % of staff who share a common understanding of business value 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 so 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 the 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 understanding of business value and can relate that to their own projects and roles.

• Practice

  Engage regularly with all staff at all levels in relation to their roles in implementing IT-enabled change.

  Outcome

  There is broad understanding at team and individual levels of their roles in ensuring that change programmes support and contribute to the 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 on year improvement in the alignment with 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

  • % Year on year programmes reprioritized 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 ongoing commitment to the priorities of the overall organization and individual change programmes.

  Metric

  % of investments with reward and recognition plans included.