DISTINCTIVES: VDDW Distinctives   >   Organizational Buy-In

  • Organizational Buy-In refers to the extent to which various silos across the organization agree that the output generated by the system is accurate, and more importantly, make use of it to drive business change.
  • How Organizational Buy-In relates to the other sectors of comparison

    In many ways, Organizational Buy-In is the most important enabler of Value Derived. If there is significant conflict over the accuracy of the system, and therefore tepid adoption, it is doubtful the organization will derive significant value, because the system, while it can expose points of unrealized value, can’t capture it. People must capture it.

    Organizational Buy-in is highly related to the system’s accuracy, ease of use, and depth of analysis enabled, as has been discussed under those sections. It is also related to integration, because a well-integrated system that shows the full financial impact of every operational transaction with respect to all the processes involved gives the various stakeholders a deeper and broader understanding of context and cross-silo correlations.


  • Why the VDDW rates well for Organizational Buy-In

    1. The VDDW entails a schematic design that unifies operational transaction data with financials and business processes in such a way that all parties can transparently view and use common vocabulary to discuss the how and why behind corporate performance.

    2. As an approach, the VDDW requires deep involvement by a cross-functional team to make certain the allocation strategy employed accurately reflects the functional and financial mechanics of the business, and that team is engaged from design all the way through validation and deployment to continuously refine and help sell the system to the rest of the organization.