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Benefits management and transformational change, 10 January 2017 - Southampton

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Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.

We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.

This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.

In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.

The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.

Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.

Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.

Today’s market drivers for constant business change don’t offer the luxury of choice.

If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.

If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.

In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX

Publié dans : Business
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Benefits management and transformational change, 10 January 2017 - Southampton

  1. 1. Neil White Merv Wyeth Benefits Management: the essential ingredient for successful [transformational] change
  2. 2. Our Agenda ▪ Context for transformational change ▪ Transformational change examples ▪ Why transformation change is difficult ▪ Strategy and leadership ▪ Stakeholder involvement ▪ New ways of working ▪ New capabilities ▪ Behaviour change & learning
  3. 3. Benefits Management SIG To develop and promote benefits management as a core driver of successful project, programme, portfolio [P3M] and change management
  4. 4. To improve the change capability of organisations, teams and individuals Enabling Change SIG
  5. 5. the predictable alongside the totally unexpected! Nothing stays the same
  6. 6. Transformational Change A shift in the business culture of an organization resulting in a change to the underlying strategy and processes that the organization has used in the past. Source: Business Dictionary Definition: ‘doing new things or the same things in a different way’
  7. 7. Transformational Change Examples
  8. 8. Government Digital Service Transformational Change Examples “we’re a centre of excellence in digital, technology and data, collaborating with departments to help them with their own transformation. We work with them to build platforms, standards, and digital services” Source: Government Digital Service ‘formed in April 2011 to implement the 'Digital by Default' strategy’
  9. 9. Transformational changes
  10. 10. Financial  Reduced system running costs  Reduced capital costs  Reduction in training costs  Reduced cost of spares Organisation  More efficient processes  Reduction in manpower  Improved operational effectiveness  more capable trained force elements Capability  Improved operational agility  Reduced fratricide  Increased operational tempo  Reduced physical and cognitive burden  Improved logistics Compliance  Improved safety  Improved security  Improved sustainability  Improved environmental Benefits of Transformational change The very nature of transformational change suggests that if we are to realise these benefits we must ‘take our stakeholders with us’.
  11. 11. Delivering Major Projects in Government • Portfolio [GMPP] contains > £400bn worth of major high risk projects • > 1/3 of projects red or red/amber status • High proportion are transformational / service delivery • Data on benefits realisation very poor. Therefore, it is difficult to assess VfM! • Delivering transformation & benefits realisation cited as key challenges for HM Govt this Parliament Source: Delivering major projects in government: a briefing for the Committee Public Accounts: NAO, January 2016
  12. 12. Transformational Project Status
  13. 13. Government Major Project Portfolio by numbers
  14. 14. Transformation & Service Delivery examples New State Pension Project To introduce the new single state pension, and end both Savings Credit and the contracting-out from defined benefit pension schemes [DWP] Census Transformation Programme To deliver 2021 Census and build the evidence to enable a decision about the future provision of population statistics after 2021 [ONS] CJS Common Platform To deliver a technology platform which supports business transformation across the Crown Prosecution Service and HMCTS [MOJ] “Transformation projects are often unique and therefore do not benefit from lessons learnt”
  15. 15. What’s wrong with the status quo? Up to 38% of initiatives are not helping to deliver strategy Source: Portfolio and Programme Management 2014 Global Survey, PWC
  16. 16. Evolutionary change Transformational change
  17. 17. Apparent ‘equilibrium’ Refreeze Change Unfreeze Kurt Lewin’s change model
  18. 18. Transformational Change Models BIG BANG Back DOOR Collaborative
  19. 19. Individuals and Change – a Curve Adams, Hayes & Hopson (1976)
  20. 20. The need to manage change The wider the gap between what stakeholders want to do [their preferred agenda] and what they are obliged to do, the more ‘difficult’ change becomes Resistance/difficulty factor What people ‘must’ do What people are willing to do
  21. 21. Change Challenge - Organisations Out of 15 researched change models 13 had the following two impacts Satir et al. [1991]
  22. 22. Confidence Method & process Accurate InformationInvolvement Just Cause Respect ? What people ‘need’ to know but often don’t… Why What How Where When Who ? Resources
  23. 23. Strategic Direction Vision “Describes an end state. Short, inspirational, aspirational and memorable. The cornerstone for delivery of a strategy” Strategic Objectives
  24. 24. Delivering the Vision Outputs what needs to be produced Changes/Capabilities Service, function, operation Outcomes the results of change Benefits measurable improvements Strategic Objectives business goals Reduce Operational Support Costs Reduced Waiting Lists Greater Productivity Reduced no. of FTE Patients seen & receive treatment more quickly New End to End Patient Management Processes New Corporate IT Solution Create MOD/Industry Commercial Partnering Arrangement [PPP] Increased System Reliability Reduced Cost of Asset Ownership Communications Service Provision using Global Assets Controlled from UK Radio Comms Network Control Centre New Global Strategic Terrestrial Radio Comms Solution Develop & Leverage Smart Technologies and Innovation Improved Efficiencies Reduction in Cost of Peak Demand Two-Way Power & Information Flows between Supplier & Customers Real-time Consumer Information Digital Smart Meters Health Defence Utilities Transformational flow: ‘left to right’ Strategic Planning: ‘right to left’
  25. 25. Project Outputs Organisational changes Side-effects and consequences Benefits Disbenefits Organisational Objectives also cause result in realise further helps achieve one or more enable trigger enable Outcomes realise Path to Organisational Objectives Managing Successful Programmes: 2011 build Capabilities
  26. 26. Ownership: Roles & Responsibilities  Organisations use many different job titles  Individuals may have more than one role[double- hatting]  But someone must own the key responsibilities 1. Responsibility & accountability for delivering each of the enabling products / services and business changes [on which benefits depend] 2. Ownership of each significant benefit 3. Overall accountability for benefits realisation from each initiative
  27. 27. Benefits-related roles for change initiatives Source: Managing Benefits by Steve Jenner Appendix C [APMG]
  28. 28. Positioning of related disciplines Note: The order of precedence helps ensure organisational changes meet the required business needs Organisational Change Management Benefits Management Business Change Management P3M [initiatives]
  29. 29. Leading Transformational Change Source: IPA - Annual Report on Major Projects 2015-16  Appointment letters for each SRO detailing individual accountabilities  Major Projects Leadership Academy  List of SROs published on Gov.uk site
  30. 30. Benefits Management Life-Cycle 1. Identify & Quantify 2. Value and Appraise 3. Plan4. Realise 5. Review 1. What are the benefits? 2. What are they worth? 3. How do we realise them? 4. How are we doing? 5. What should we change?
  31. 31. Integrating Benefits & Change Management Products Vision Business Goals Context Governance Framework Controls Assurance Measurement approach Roles and responsibilities Benefits Dis-benefits Outputs Capabilities Outcomes Changes Strategic Objectives Benefit descriptions Categories Ownership Baseline performance Changes required for realisation success Benefits schedule Reviews Effort and costs Reporting Change activities Sustainability
  32. 32. The Change Life-Cycle 1.Strategy 2. Delivery 3. Embedding Change Identifying & Planning Benefits Enabling the Benefits Realising the Benefits Benefit Focus Typically project/programme delivery Note: BRM processes enable stakeholders to participate in the change process and the resulting change solutions throughout the change life-cycle
  33. 33. Spectrum of Public Participation Increasing Level of Public Impact Inform Consult Involve Collaborate Empower
  34. 34. Example: Stakeholder Interest Matrix Areas of Interest StakeholderGroup Strategic Alignment Competition Customer Relations Operational Changes Financial Safety Legal Customers Partners Suppliers Shareholders Senior Managers Staff Unions Regulatory bodies
  35. 35. Stakeholders: “It’s all about behaviours & relationships” 1. Convince stakeholders that change is valid through strong leadership and vision 2. Ensure readiness for change and that key stakeholders ‘understand’ benefits management 3. Change and benefits activities are agreed and planned in detail 4. Change performance is managed, communicated and reported 5. Business change decisions are made with benefits in mind The ‘hard’ stuff The ‘soft’ stuff Maintain relationships through good and bad Engage people at an emotional level Joint thinking and problem-solving Show empathy and compassion Focus on mind-set Shared goals and objectives – and organisational learning Inspire individuals and teams [leadership] Win hearts and minds Critical Change Success Factor! supporters, opposers, saboteurs, abstainers, ‘on the fencers’, blockers, friendly allies, dangerous adversaries
  36. 36. Organisational waste due to low levels of benefits maturity  Nearly three quarters of organizations frequently identify benefits before the start of the project .  Yet 83% still report a lack of maturity with their benefits realization Source: The Strategic Impact of Projects: Identify benefits to drive business results. PMI Pulse of the Profession [2016]
  37. 37. Maturity Assessment & Good Practice Guide Source: Benefits Realizaton Management Framework, PMI [2016]
  38. 38. Benefits Management & Capability Maturity Source: P3M3 Maturity Model [Axelos]
  39. 39. Level Type Identifying & Planning Enabling the Benefits Realising the Benefits Business Results 5 Adaptability Granular accountability for all tasks, changes, benefits, assumptions Benefits dependency network maintained with value challenge Industrialised learning capturing unplanned benefits Robust Value focus 4 Accountability Benefits baked into budgets, headcounts Sponsor recommits to benefits at key gates Scheduled harvesting reviews Fragile Value focus 3 Holistic visibility Business cases are based on value model Integrated review across functions and programmes Analysis of benefits realised / platform for future benefits Visibility 2 Basic Visibility Business cases are based on accounting metrics Clear understanding of work done against plan Post- implementation project review Biased awareness 1 Chaos Charisma-based decision making Inconsistent project management “Throw it over the wall” A Value Lottery What a Benefits Management Model might look like?
  40. 40. Review stage Benefits slogan Description Project Validation Review “Define Success” At this early stage in a project’s life the key thing is to articulate the strategic objective of the project and its link to wider organisational objectives. Gate 1 [Business Justification] “Identify benefits” By the time of the Strategic Outline Case, a “long list” of benefits should have been identified, linked to the strategic objective of the project. These should be categorised according to the recipient stakeholder, & prioritised. Gate 2 [Delivery Strategy] “Value and appraise” For an Outline Business Case a selection of the most important benefits identified will need to be valued, to ensure the project is justified on economic grounds [in accordance with Green Book guidance] Gate 3 [Investment Decision] “Plan to realise” By the time of a Full Business Case, a plan for realisation needs to be in place. This should include selecting which benefits the project team will concentrate on realising; allocating responsibility for delivering each benefit; and determining metrics for tracking progress Gate 4 [Readiness for Delivery] “Work to realise” As the project transitions into “business-as-usual” (BAU), concrete plans need to be in place to ensure the benefits from the project are delivered, including any changes in in operations that need to be undertaken. Gate 5 [Operation Review & Benefits Realisation] “Review performance” By this stage the project needs to know how they have performed relative to the original and updated business cases. Having followed the guidance for gates 1 – 4 this should be straightforward. Assurance of Benefits realisation in Major Projects Source: Assurance of benefits realisation in Major Projects[Supplementary Guidance]
  41. 41. Gateway 1: Identify Benefits Key Question “Have the expected benefits from the project been identified for each preferred option?” Areas to Probe:
  42. 42. Gateway 1: Identify Benefits Evidence Expected Documents for inspection  Strategic Outline Case including: Clear definition of strategic objectives of the project [e.g. in Strategic Case]  Comprehensive list of project benefits including categorisation and prioritisation  Benefits Map Potentially a separate benefits map might be required for each option considered  Departmental benefits management frameworks
  43. 43. Benefits Management Skills & Competencies Log Source: Managing Benefits. Appendix E. Steve Jenner [APMG]
  44. 44. Benefits, Change & related discipline Certifications Guess the APMG Chief Examiner Quiz? Source: APMG International Products and Certifcations
  45. 45.  Engage stakeholders throughout the change process  Appoint good leaders & make them accountable  Define clear roles & responsibilities with clear boundaries  Recognise that doing new things will require new learning and new capabilities  Respect the scale and complex nature of delivering transformational change Key learning points
  46. 46. Neil White, MSc Managing Director Change Vista Ltd Chair, Benefits Management SIG neil@changevista.com +44 7890 397046 Merv Wyeth, FAPM Benefits Management Business Partner, Amplify-UK Secretary, Benefits Management SIG merv.wyeth@chanctonbry.org +44 7824 776480 Our contact details:

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