Vision and Strategy

There is no common ground in OAV related work activities. No formal policies regarding OAV development and implementation are defined.

The need for common OAV development and implementation policies is starting to be recognised. Attempts to develop OAV related policies are underway. Minor set of OAV policies is operationally used.

OAV development and implementation policies are developed, but they are followed only on a project/service level (as needed).

Common, aligned OAV management policies are implemented throughout the organisation in a consistent manner. Everybody strives to adhere to the defined rules and policies. There is an effort to increase automation of all policies.

OAV management policies are fully developed, enforced and well understood throughout the ecosystem. Actions related to necessary policy changes and adaptations are also being automated.

OAV management policies are optimised. Controls are implemented in order to ensure that the achieved excellence is sustained regardless of changes in leadership or direction.

There is no information governance in the organisation. All available information is stored in an inconsistent way in various systems managed by different organisation departments. Data is frequently duplicated and sometimes impossible to join or consolidate because of lack of proper inter-system references.

The organisation is aware of the problem of not defined data ownership (single source of truth) throughout the departments. This problem is currently addressed on a group/department level only, not yet on an organisation-wide level. The management understands the need for a consistent information management approach. Departments are becoming aware of the problems regarding data quality as inconsistencies in the stored data are identified.

The organisation is able to extract value from the information stored in its systems. Data is shared between systems managed by different departments while retaining the single source of truth approach. Data quality issues are resolved reactively in an organisation-wide approach.

The value extracted from consistent data stores is used for decision making on different management levels. Data owners and data stewards are in charge of ensuring high data quality and standardised data management processes. All data is being governed in a consistent way organisation-wide.

A high-level governance body ensures proper data governance across different departments and standardised data sharing with partners within the ecosystem. Best practices are used consistently throughout the ecosystem. Different metrics are used to identify the success of data governance functions.

Information management is considered to be the key ingredient for creating value with efficiency and agility. Data governance is stable and well defined within the OAV framework, supporting the coordinating efforts within the ecosystem. Information based strategies are used to minimise risks and enhance effectiveness.

Little or no awareness for strategic planning related to OAV activities. Traditional strategic management style is used where the business side of the organisation is not aware of the networking/IT departments potential.

Ad-hoc OAV activities are gaining interest, but there is still low involvement. The OAV goals are unclear on the business level, and no OAV vision is being developed. There is very limited understanding of the OAV potential from the business perspective, especially in non-technical departments such as finance or customer relations.

OAV goals and their impact on the business are known and communicated. Strategic roadmap to OAV enablement is being created. Coordination of efforts is attempted. There is no widespread vision adoption. The business now sees OAV as a potential driver and starts to understand its values, however this understanding is limited to the management, with no actual alignment between the technical and non-technical departments.

The formal OAV development strategic plan is being implemented in a coordinated way so that an innovative approach to OAV is supported across all departments. Metrics (KPIs) are developed to be used as indicators for planning future efforts. The vision is embraced by the cross functional teams. All non-technical departments begin to understand the OAV strategic plan and their role and expected involvement in the transformational process.

OAV is part of an all-encompassing business strategy and vision development for value creation in the organisation. The strategy is shared, and the vision is fully adopted across the whole organisation. Consistent actions are taken according to the tracked metrics. All employees from both technical and non-technical departments support the OAV vision and are actively involved in its implementation.

There is a long-term vision in place focusing on continuous innovation using OAV organisation-wide. The organisation has developed clear strategic alliances and is working on its strategic innovation OAV capacity, aiming to provide values beyond expectations. Business and OAV are fully aligned not just within the organisation, but across the ecosystem of all partners.

Formal approach to service management is not implemented.

Some service management practices are implemented in an isolated manner by individual teams/groups with various levels of maturity. Problem and incident management are reactive, knowledge management is used for incidents only.

Service management is now being established using different frameworks across teams with different views on practices and their integration. These frameworks’ implementations are independently governed and measured. There are now additional practices developed for service catalogue, service level management, change management, change configuration, request fulfilment.

A single service management framework and approach to practices is common across the organisation. All existing management frameworks are now integrated, and problem management starts to act proactively. Governance is centralised.

Service management governance is federated. There are automated reports and dashboards across all service management domains. Service management is implemented for bundled multi-domain services.

Service management functions with optimised governance and metrics are automated. Change management is integrated in all aspects and automated as much as possible. All mechanisms related to continuous improvement are implemented.

Agile practices are not used in any OAV project management and software development efforts in the organisation.

Agile practices are used sporadically and inconsistently across the organisation. Work is done with variable quality and there is little cross project knowledge sharing and collaboration. Success is achieved through individual efforts.

Some Agile habits are exhibited consistently. There is variable consistency across teams. Some knowledge sharing activities are underway. Agile practices become common. Results greatly improve in quality.

The organisation starts to implement lean portfolio management. Agile characteristics and behaviour mature. There is systematic implementation of Agile practices with repeatable results. Appropriate Agile governance is in place.

Highly mature Agile practices across the organisation. Agile is successfully used at scale with distributed teams. There are measurement systems in place that keep track of business values delivery.

Lean and Agile are part of the organisation culture. Aiming for perfection of waste reduction, eliminating inefficiency and supporting smooth delivery flow. Sustainable pace of innovation is achieved. Continuous organisational learning and optimisation is permeated in all work actions.

OAV related standardisation is not considered.

There is little adherence to existing OAV related standards emerging in some departments focusing on isolated aspects.

Some units or departments demonstrate adherence to existing OAV related standards. Standardisation strategy is being developed.

Organisation wide internal OAV related standardisation approach is being implemented. Standards are considered in each new undertaking and development. Compliance measures are being put in place so that standards are followed in all stages from design to production.

Common standardised OAV approaches on the level of an ecosystem are adopted. The organisation has standardised all its activities related to external partners. Interoperability, compatibility and openness are recognised as main requirements for successful collaboration.

Proactive improvements are implemented to maintain high performing standardised OAV approaches that are aligned with the innovative business approaches.

OAV related investment requirements are not considered during capital planning or in other related resource budgeting processes.

Ad hoc individual requests for resources or skills development investments related to OAV are made. No capital planned investments exist.

Capital planning and investment control recognise the importance of investments in OAV. The traditional approach to budgeting is redesigned to accommodate for any requirements that are needed to kick start the work on OAV.

All OAV related financial implications are considered as high priority and are part of the capital planning and investment control. OAV cost benefits are clearly demonstrated and supported.

There is flexible capital planning and investment control in place that is directly related to the outputs from OAV activities. Regular updates of planned investments are made based on the OAV supported business drivers.

OAV metrics are used to optimise and drive future organisation investments on a large scale. Investment planning is in place to support flexible continuous process improvements of OAV.