• 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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