Why Benefits Management?

In large organisations, failure to achieve planned benefits from change initiatives remains common. The reasons for failure are many. In general, the question is one of the difficulty of managing highly complex programmes, portfolios or projects rather than lack of performance of technology. In considering the reasons for failure to achieve benefits the following are often prominent:

• A clear vision and business case for change may not have been developed – made worse by an absence of overall strategic governance of multiple change initiatives.
• A sponsor and champion for the initiative has not been defined. Stakeholders throughout the organisation and outside have not accepted accountability and ‘bought in’.
• The management environment for the programme and/or project is not sufficiently tightly structured and pro-actively managed.
• There is a lack of focus on achieving what really matters – the positive outcomes and the benefits that should be realised from them.

The solution to these problems lies in the introduction of a framework of proactive management of change where the spotlight is continually focused on the planned beneficial outcomes – Benefits Management.

• Approach
• Why Benefits Management?
• What is Benefits Management?
• What is a Benefits-Led Approach to Management?
• The Cambiel Method