It’s difficult to get people to accept responsibility for delivering value through change

It can be difficult to motivate people to take ownership of change and benefits delivery, both during and after a programme.  The reasons are many: lack of incentive, unclear terms of reference, no confidence in their own skills and fear of ‘delivering the undeliverable’.  Furthermore, traditional output-focussed systems and tools do little to facilitate ownership of change.  And even if ownership can be achieved, how will we know when we are really delivering value?

If you find yourself in this situation then you should consider the solutions below:

Value-led portfolio management

Value-led decisions and MIS

Value-led partnerships

Sustainable change delivery

Business-led benefits and value management

Capability development

Training courses  and Expert workshops and events

• Issues
• How can multi-organisation partnerships describe, scope and deliver measurable benefits?
• How do suppliers and buyers enter into a workable contract based on delivery of measurable benefits?
• How do we make strategic decisions quickly and in a format which can be delivered by programmes?
• Will all of our efforts deliver our strategy?
• What is ‘value’ and are we delivering it?
• Budgets are tight! How should we manage our investments?
• Are we making the right change investment decisions?
• It’s difficult to get people to accept responsibility for delivering value through change
• How on earth do we make change happen?
• How can we, our suppliers and partners work better together?
• Our methods, processes and systems get in the way of realising value