Benefits Realisation
Investing in benefits realisation not only can help your organisation achieve your intended outcomes of an investment but also fosters a culture of continuous improvement and sustainability in long-term vision.
Common problems we unravel
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“Our health organisation is planning on implementing a SaaS product which will have significant impact on our business and clinical practice. We need help mitigating both business and clinical risks while we are implementing this and a plan to maximise the use of the new platform.”
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“We are embarking on a project implementation / business case but we don’t know how to plan for benefits realisation nor how we might measure the return-on-investment at key stages of the development.”
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“We are developing a medical device and it's ready to be utilised by our pilot sites. Other than clinical trial information, we are unsure what benefits and disbenefits we need to measure in order to raise another round of funds. "
What is Benefits Realisation
Benefits realisation is the structured process of identifying, planning, measuring, and managing project outcomes to ensure intended value is delivered. This approach sets clear objectives, aligns stakeholders, and establishes key performance indicators for success. By focusing on tangible benefits over project outputs, organisations enhance decision-making, optimise resource allocation, and foster accountability. Effective benefits realisation promotes a culture of continuous improvement, ensuring strategic goals are met and long-term value is maximised.
When do I need this service?
In today's business landscape, organisations must regularly reassess the value of investments through a benefits realisation review. This process evaluates if anticipated project benefits are being achieved and ensures alignment with strategic goals. Companies initiate this analysis during market shifts, resource challenges, or with new stakeholders. By measuring actual outcomes against expected results, businesses identify gaps, reassess priorities, and make informed decisions that promote sustainable growth and enhance performance. This practice fosters accountability and strengthens organisational resilience in a changing environment.
What are the benefits?
Strategic Alignment
Focusing on benefits realisation ensures projects support strategic goals and business objectives.
Improved Decision Making
A structured approach provides clear metrics, helping decision-makers track progress and adapt as needed.
Increased Accountability
Clear benefit identification promotes team and stakeholder ownership and engagement.
Enhanced Stakeholder Engagement
Communicating benefits secures stakeholder buy-in and keeps them informed throughout the process.
Risk Mitigation
Early risk identification enables proactive measures, minimising disruptions and maximising project value.
Outputs you can expect
Benefits Realisation Plan
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Benefits Register
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Variance Analysis
How we unravel
Define
We like to ‘work backwards’ by using a methodology that is centered on outcome-driven planning. We tackle these things in this stage:
Specifications of your outcomes
Metrics that will best indicate the transformation’s progress and success
Method to continuously aligning the transformation strategy with the changing business landscape and external factors
Deep dive
A comprehensive assessment of the existing system's capabilities is done at this stage. We use similar frameworks utilised in service design to ensure we understand:
User benefits
User challenges
User experience
Metrics that measures the shift in the above elements
Optimise
A reflective process of iterating is important. This is in order to ensure that the organisation makes decisions based on value tracking. This is a good place to assess:
Finance
Strategic alignment
Continuous improvement route
Lessons learned
Deploy
As you deploy, it is important that we have designed to have measurable metrics that gauge your success. Some of the KPIs we can look at are:
Cost-savings
Productivity
Operational resilience
Business agility
Risk levels
