Adopting CVA in principle while leaving the legacy operating model in place
Creating slices that are too broad in scope
Creating slices that fail to engage your full organizational ecosystem
Using deterministic measures of success to gauge performance
Targeting outputs over outcomes
CVA is ultimately about product creation as your primary business capability. Budget and schedule are legacy governance modes that destroy this capability. Using these measures, your teams will either: a) Re-implement your last system with vague promises of achieving the higher-order customer experience goals “next year”, or they will b) aggressively copy the best-in-class work of the last three years. In both cases, you don’t have a customer experience model that works in complex environments (see Part I), or that creates customer-obsessed teams that instead produce the work that others will copy in the future.