This website recognises the huge advantages to be gained by organisations that embrace the Benefits Realisation Management discipline. As a Change Manager with the best interests of organisations at heart, my interest in Benefits Realisation Management lies in its ability to:

  • assure the successful delivery of organisational change
  • assure that the delivered change is focussed only on what is good for the organisation
  • enable the engagement of an organisation’s people in the change process
  • support the establishment of repeatable, consistent and confident organisational change capability
  • raise the confidence level, in the eyes of its stakeholder, of an organisations ability to manage change

This website offers support and guidance to businesses and organisations that intend to implement Benefits Management as an integral part of their organisational change capability or would like to improve their existing capabilities.

Use this site to better understand and implement Benefits Management more effectively.


For more information you can contact Neil

via email: or call on: 0044 (0) 7890397046


Why is Benefits Management so important today?

Change in our organisations is now as necessary for business survival as the sun and rain is to the world around us.

The next need for change is just around the corner and is sure to demand that we respond and adapt even more efficiently and cost effectively; and this with the minimum of operational disruption. It is clear today that essential to successful organisational change is a clear understanding of what the outcomes and benefits to be realised by the changes are and that they be realised and the organisation returned to a ‘business as usual’ (BAU) footing as soon as possible.

Were the impacts of change to act solely on the material components of an organisation i.e. process, office space, computer systems, internet services, buildings, location etc a mechanical and somewhat dispassionate approach to achieving change goals could be taken. But all organisational change impacts people who, unlike machines (in most cases conveniently fitted with an on/off/mute switch) include in their make-up emotions, values, fears, responsibilities, personal agendas and, above all, the ability to think for themselves.  

‘an inescapable truth about change is that for it to be successful it must be acceptable to the people whose lives it touches’

This websites elaborates and provides guidance on how Benefits Management supports organisational change and accommodates our most important asset; our people. In doing so it focuses on four key aspects of change management:

  • the need for a consistent and trusted delivery framework
  • the predetermination of a credible and robust change process
  • recognition of the need to identify, implicate and manage stakeholders in the change process
  • the need for an organisation to establish a ‘change memory'; that is, the ability to learn and act upon its change management experiences both good and bad 

In particular, this website describes how the very act of focussing on the benefits to be achieved by change enables organisations and, especially their people, to succeed. The term I use to emphasise the people component is ‘benefitsdrivenchange’.

Note: the use of the term ‘benefitsdrivenchange’ draws heavily on the definition of a ‘benefit’ as being a matter of individual perspective and standpoint:    

‘benefitsdrivenchange’ensures that the organisation only invests in those changes that supports the goals of an organisation and its people’

For more information on the benefitsdrivenchange approach to organisational change management please refer to the posts in the benefitsdrivenchange page from the main menu.


This website recognises and builds upon the positioning of Benefits Management within the UK Cabinet Office ‘Managing Successful Programmes’ methodology The Author is a certified Managing Benefits and Managing Successful Projects practitioner and works on the APM Benefits Management thought-leadership Special Interest Group committee

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