benefitsdrivenchange

Daily Archives: June 7, 2013

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Benefits driven change – a quick look

The Benefits Management ‘movement’ has gone a long way to enabling effective Organizational Change. Having said that it is worth emphasizing what the Change Management enablers actually are lest they be overlooked and not exploited to their full potential. The key attributes of Benefits Management that support Organizational Change are:

  • it provides a context for general change discussion it sets an agenda for change that everyone can relate too
  • it lends itself to process and procedure and thereby enables a platform for continuous improvement
  • it reinforces the need for effective stakeholder identification
  • it produces and validates change related information
  • it enables agile organizational change management
  • it enables alignment of change activity with organizations strategic objectives
  • resources can be directed toward those change needs that provide the greatest business benefit
  • realistic prioritization of change project and programmes can be made with the availability of accurate and timely information
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A focus on the people side of Benefits Realisation Management

The mainstream Benefits Management discipline goes some way to establishing the need for effective people engagement. Having said that, it is from a Change Management perspective that the full potential that positioning of people engagement within Benefits Management can be fully appreciated. It is only when this Change Management understanding is leveraged that its true worth can be realized. The key organizational Change Management enablers include:

  • the provision of pre-defined processes – overt knowledge of the process provides for a confident change arena
  • the fact that Change is now an organizational constant is much more palatable when relatable to a credible organizational change capability 
  • pre-defined Change Management related roles and responsibilities – this open culture enables frank and realistic communications
  • overt discussion around organizational strategy enable the disclosure of concerns that may otherwise not be sought but that could impact downstream change performance
  • benefits identification – the insight provided from the people that ‘really know’
  • benefits ownership – having agreed what benefits are to be achieved this key step enables the ongoing focus on benefits rather than change delivery
  • control of organizational change dynamic – effective decision making is enabled through the accessibility of accurate and validated change information. Both for the people making management decisions but those that are impacted by any subsequent changes.
  • enabling ability to ‘stop’ this change projects which are unable to evidence linkage to the organizations strategic objectives
  • participation of stakeholders within the change process – simply having a change process and understanding where the current changes are in that process helps build a trusting environment
  • implication of stakeholders in the definition, measurement and realization activities
  • although the need for effective communication is much vaunted it is often nebulous and weak on meaningful content. Benefits Management provides for accurate and timely information as all stages of the initiative including strategy, projects, programmes and overall portfolio performance
  • the fact that Benefits are generally realized at the back-end of change initiatives ensures that business performance is kept on the agenda.
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