“VPEC-T can solve mission-critical problems, not just bridge the gap between business and IT”
“Typically, within the organization, you find conflicting Value Systems, and we took this as a Value-System view, around how the company and the delivery of the company’s IT is actually governed.”
“Understanding Values was critical to help everyone understand there was a need to really consider the cross-company blueprints (enterprise architecture)-the absence of which in the end had been blocking previous change attempts”.
“Translation loss was happening because of the varying standards, the varying Policies, the varying Value Systems, etc. And specifically, when we actually did look at the technology, there was confusion around what the technology actually was. We couldn’t really find an easy way to come up with a common way of describing the various line-of-business applications that we had by business function, because things didn’t fit in neat boxes”.
“We’d all been assuming we’d been speaking the same business language in each business unit. But we hadn’t. Where policy wasn’t informed by a common factor-e.g., an external international standard-the resulting language wasn’t common, either. Without VPEC-T this would have been missed. I’ve talked to friends in other companies, and it turns out this is a really common problem. Obvious, and yet at the same time obscured by assumption”.
“You’ll find that there are a lot of ingrained attitudes in IT, and you can trace them back to not thinking in terms of VPEC-T. Once you get IT and business personnel thinking in terms of Values and the context level, and what’s changing in the Values, the practitioners understand that “we have to reorganize.” “
“The way in which people analyze the business today-and specifically systems of the business-is too myopic. They take too narrow a focus, because the tools they have makes them take a narrow focus. And when you use VPEC-T, it broadens the number of dimensions you use to actually analyze the problem”.
“We had Trust relationship issues between the business units and the divisions, and the divisions and group. We had this really complex sort of dynamic, and a number of what we call tension points surfaced. And when you’ve got tension points, you’ve got to do something about that. You have to decide whether you’re going to tolerate, negotiate, innovate, or escalate them. We found that, by understanding and discussing the tension points head on, we are now engaging in a genuine shared effort for a genuine shared business strategy”.
“VPEC-T makes you go back and revisit the business goals under a new lens. It makes you realize things can change from where they were 20 years ago. This is enabling business transformation to occur, when, before, looking at it through a technology lens, it was actually impeding business transformation”.
“VPEC-T can solve mission-critical problems, not just bridge the gap between business and IT”.
“With the VPEC-T dimensions, we now have the basis for a much, much more meaningful discussion around information-systems architecture, which may lead to a much more informed, intelligent, adoptable, and cost-effective IT architecture”.
“VPEC-T provides practitioners the ability to put together succinct statements around some pretty complex issues”.