Value Leak #3
Value Leak #4
Change Capability: operations start to falter when people are left to navigate change on their own. Most organisations have become highly capable at delivering projects. Far fewer have become equally capable at managing change. Many organisations still treat change management as a programme cost to be minimised rather than a capability that determines whether the investment pays back. Change resource is brought in late, scoped narrowly around communications and training, and released shortly after the technology goes live – precisely the point at which the hardest part of the work, sustained adoption, actually begins. This under-investment is rational in the short-term and expensive in the long-term. Communications and training build awareness and skill, but they don’t, on their own, build sustained new behaviour. Without genuine change capability embedded from design through to benefits realisation, organisations repeatedly re-learn the same lessons on every transformation, never building the muscle that would make the next one faster and cheaper. Closing this leak means resourcing change as a core capability, not an afterthought - engaged early enough to shape the design, skilled enough to work with data and behavioural insight, and retained long enough to see adoption become a habit, not a headline.
Benefits Ownership: if a benefit only exists on a business case slide, it’s unlikely to ever become reality. Business cases are built with precision and rigour in order for the programme to be approved. That same rigour rarely continues once delivery begins. Once a programme is underway, attention shifts to scope, schedule and budget; the benefits case is filed away for now. The deeper issue is ownership. Benefits are typically “owned” by a business case on a slide, and not by a named individual with the authority, incentive and accountability to actually realise them. When nobody owns a benefit, nobody actively drives its delivery. And when nobody owns a number, nobody is accountable when it doesn’t materialise. Closing this leak means naming a benefits owner for every material line in the business case, tracking realisation with the same discipline as budget and schedule. Benefits are operational outcomes that require clear ownership, measurement and ongoing intervention long after go- live. Whilst technology or infrastructure enables them; the business delivers them.
“To change your outcomes, you need to change what’s normal in the everyday behaviours. If you align culture to your transformation goals, it naturally pulls people towards that vision.”
Estelle Eades Client Partner, Project One
“Unlike many consultancy engagements where recommendations are left behind, this programme is actually delivering outcomes. The work is happening. The benefits are tangible. The results are measurable. It’s going very well.” Head of Environmental Management Defence sector
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real change • real difference
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