Benefit Realisation Management (BRM)

Transcription

1 s Seminar 2017 Realisation Management (BRM) Gerald Bradley Chairman, Sigma Consulting 3rd October 2017

2 Some of sigma s clients Cranfield University CIMA

3 What is BRM? BRM is the process of organising and managing so that potential benefits arising from change are actually achieved. More benefits realised Leadership of change benefit led decision making information

4 Why s Management is so important Without a structured approach to benefit realisation... Sigma (Bookham) Sigma (Bookham) Ltd Ltd

5 Purpose of s Management To improve the AROI from change Achieved return Earlier benefits More benefits Reduced costs Time Initial change curve -led change curve

6 Strategic change leadership Scope of BRM Maximising value generation Performance Mgt. Mission Strategy ROI s Portfolio Mgt. The more the circles are aligned and coalesce the greater the realisation of benefits and the overall ROI Operations Business as Usual (BAU) (Revex.) Change Mgt. Programmes Projects Investment in change (Capex.) Change Director UK Ltd Based on a diagram by ChangeDirector UK

7 Culture and mindset why consider benefits? To justify? To measure? To realise? In UK until 1990 Justification Measurement Justification Measurement Justification Realisation Emphasis shift Justifying Measuring Realising

8 Scope and centrality of BRM Reviews & Governance Stakeholders Vision or End Goal Drives Engages Establishes Measures s Risks Determines, tracks & reports Identifies Realisation Management Identifies & analyses Defines requirements Enablers & Business Changes Qualifies Shapes Delivery structures Highlights dependencies Informs Clarifies Blueprint Plans Business Case Roles

9 BRM aids communication One CSF for effective benefit realisation is Quality Communication To facilitate quality, non-ambiguous communication, BRM utilises: Clear definition of key terms Careful and precise use of language Use of pictures, charts, tables, diagrams and maps Use of colour There is no greater impediment to the advancement of knowledge than the ambiguity of words Thomas Reid ( ), Scottish Philosopher

10 Framework for introducing main BRM entities Success is: Knowing where you want to get to: Vision Objectives s Knowing how to get there: Acquiring new capabilities and embedding them within the culture, practices and behaviours of the organisation Enablers Business Changes Minimising the impact of disbenefits Disbenefit Knowing that you have arrived: Measures

11 Definition: An outcome of change that is perceived as positive by a stakeholder Elaboration: Typically these are outcomes which are valuable to the organisation and measurable Quality Gate: starts with an adjective indicating the direction of expected improvement - e.g. reduced, increased, greater, fewer, better, improved (But try to be MORE SPECIFIC than improved) value likely to change gradually it would have no direct cost associated with it measures are possible baseline measures could be found An outcome of change which is perceived as negative is referred to as a Disbenefit

12 BRM / change process, with review points 6. Manage performance R6 1. Set vision and objectives R1 2. Identify benefits and changes R5 5. Manage implementation & change R4 Engage stakeholders 4. Optimise plans & build / acquire enablers R2 3. Finalise requirements & organise resources R3 Strategy Delivery

13 Typical BRM Roles & Structure Programme Board Senior Responsible Owner Business Programme Manager Facilitator PMO Enabler Project Manager Business Change Manager/Authority Business Unit Mgrs (& Ms) The role of the Facilitator is recognised by MSP but called s Realisation Manager

14 The Facilitation Role The role: Purpose is to support projects in benefit realisation, ensuring claims are realistic, benefit opportunities are not missed and success, in terms of benefit realisation, is achieved A Centre of Expertise for benefit realisation matters Role is probably about 20% challenge and 80% support Skills required: Considerable expertise in benefit realisation Credibility with senior managers Excellent facilitation skills Good understanding of the business environment Location of the role In a central position outside all specific programmes and projects Typically in a Portfolio Management Office or Performance Improvement Function Preferably not in a Finance Function Advantages of a central role over a programme or project role It can process new ideas before a programme or project is formed (i.e. facilitate phase 1 and 2 of the sigma change cycle) It can process all new ideas, speedily and on a consistent basis It can ensure benefits continue to be realised after a programme / project has completed

15 Starting with end point and mapping path to get there Bridging the gap - looking from both ends VISION Programmes and projects should be aligned to vision and the organisation's mission

16 Doing projects in the right way bridging the abyss A map is required showing how the enablers will deliver the objectives Projects delivering Capabilities Bounding Objectives for programme To increase effectiveness To Improve deployment The bridges (maps) may consist of processes or changes or intermediate benefits To speed up responses To reduce costs

17 We need to put the horse before the cart 1 - Be very clear about who is driving and where we are going s IT / BPM IT 2 make sure that IT supports what the business needs Change Director UK Ltd

18 Real example of bridge or map Changes s Enabler Features Business Objective Enabler (IT System) To Increase profit

19 Real example of bridge or map Changes s Enabler Features Work interactively with country managers succession planning performance of Country Managers Business Objective Electronic communication launch planning Maximised launch impact More sales Enabler New (IT System) Meetings scheduler Document management Share information Co-author documents Capture learning Cross-fertilise between countries Share 'best practices' Faster resolution of pricing issues More focused selling Increased sales margin To To increase Increase profit profit Encourage electronic discussion Increased effectiveness pricing Search facilities Increased efficiency More focused sales force Reduced costs time

20 Building a BDM from an Outline Business Case A Local Authority needed to reduce its expenditure by 8m pa over a five year period, while maintaining an acceptable level of service to the community it serves including the local voters. To achieve this challenging saving the Council anticipated investing in a number of programmes to change the way they operate. To help with this they engaged one of the large consultancies, with considerable local authority experience, to help shape these programmes. This consultancy identified 10 areas for potential major improvement and created an Outline Business Case for each. These cases were of variable quality and did little more than identify and cost the required enablers and business changes and determine and value the expected benefits. In order to implement the proposals the Local Authority needed to put some flesh on these skeletal suggestions (i.e. bridge the gap see next slide).and approached Sigma for help. To demonstrate the value of the mapping approach to bridge this gap, one of the better Outline Cases was chosen a programme To Improve Procurement. The benefits, enablers and changes, taken from one of the better outline cases were used by me to demonstrate to Management the value of benefit mapping and the risks they faced without it. Change Director UK Ltd

21 Outline business case very poor quality Projects delivering Capabilities Bounding Objectives for programme To increase effectiveness? To Improve deployment To speed up responses To reduce costs

22 Maps to identify/confirm the required changes Better new contracts Case Example Local Authority Increased value from existing contracts Reduced cost of supplies and services Reduced cost of inventory & storage To improve procurement s Map for objective To Improve Procurement Reduced cost of procurement activity service to customers

23 Maps to identify/confirm the required changes Better use of buying power negotiation Better new contracts Less off-contract maverick spend Increased value from existing contracts Fewer suppliers Reduced cost of supplies and services Increased use of electronic procurement Less labour intensive tendering cycle Reduced cost of inventory & storage To improve procurement accountability Reduced cost of procurement activity s Map for objective To Improve Procurement Fewer applications used in procurement / CM use of procurement procedures service to customers Faster receipt of services

24 development of specialist buyers Greater use of specilist buyers Better use of buying power Better new contracts Better understanding of suppliers and marketplace negotiation (use of) MI Less off-contract maverick spend Increased value from existing contracts Fewer suppliers purchasing decisions Reduced cost of supplies and services Easier document control Increased use of electronic procurement Less labour intensive tendering cycle Reduced cost of inventory & storage To improve procurement accountability Reduced cost of procurement activity s Map for objective To Improve Procurement Increased awareness of importance of using procedures Fewer applications used in procurement / CM use of procurement procedures service to customers Faster receipt of services

25 development of specialist buyers Greater use of specilist buyers Better use of buying power Better new contracts MI on Suppliers and Marketplace Better understanding of suppliers and marketplace negotiation (use of) MI Train staff in Contract Management Less off-contract maverick spend Increased value from existing contracts Fewer suppliers purchasing decisions Reduced cost of supplies and services SAP e- Procurement Module Train staff in use of system Easier document control Increased use of electronic procurement Less labour intensive tendering cycle Reduced cost of inventory & storage To improve procurement accountability Reduced cost of procurement activity Dependency Map for objective To Improve Procurement Increased awareness of importance of using procedures Fewer applications used in procurement / CM use of procurement procedures service to customers Faster receipt of services

26 BRM / change process, with review points 6. Manage performance R6 1. Set vision and objectives R1 2. Identify benefits and changes R5 5. Manage implementation & change R4 Engage stakeholders 4. Optimise plans & build / acquire enablers R2 3. Finalise requirements & organise resources R3 Strategy Delivery

27 Using drivers for change to determine objectives In a stakeholder workshop gather answers to one of the following questions: Why do we need to change? (it is usually helpful to make this more explicit e.g. why do we need to improve document handling? Avoid pre-empting the solution in the question) Group these answers and determine group headings expressed as objectives To.. To.. To.. To.. To.. To.. To.. To.. To.. To.. To..

28 Create a Strategy Map of linked objectives For a programme to roll-out Realisation Management (BRM) within an organisation, clustering and linkage resulted in the following Objectives Linkage Diagram (Strategy Map). What would you choose as a set of key objectives for the programme? To improve stakeholder engagement To produce better quality business cases To create and maintain an optimum portfolio To introduce a standard Management Methodology To improve benefit tracking and reporting To improve the ROI of programmes To increase shareholder value To increase awareness and understanding of benefit realisation issues To change to a more benefit focused culture To improve business strategy

29 Determine the bounding objectives for the change For a programme to roll-out Realisation Management (BRM) within an organisation, clustering and linkage resulted in the following Objectives Linkage Diagram (Strategy Map). These objectives are key and bound the programme. To improve stakeholder engagement To produce better quality business cases To create and maintain an optimum portfolio To introduce a standard Management Methodology To improve benefit tracking and reporting To improve the ROI of programmes To increase shareholder value To increase awareness and understanding of benefit realisation issues To change to a more benefit focused culture To improve business strategy

30 Creating the maps - s then Dependency 1. Start with a bounding objective and determine a set of End s 2. Complete s Map continuing to work right to left 3. Turning the s Map into a Dependency Map by working left to right identifying and adding the necessary Enablers and Business Changes (s) Enabler Enabler End Hope this work Enabler s tom morrow Enabler End Bounding Objective Enabler Enabler End Enabler Enabler Enabler Enabler Enabler Enabler

31 Start with a single objective of the change To reduce carbon footprint

32 Determine an equivalent set of End s Reduced carbon emissions from driving The End s should be: Collectively sufficient Individually necessary Mutually independent Increased energy conservation in the home To reduce carbon footprint Less air travel

33 Adding in the first level of intermediate benefits Greater use of more carbon friendly cars Less use of car transport Reduced carbon emissions from driving In a similar way these should ideally be: More carbon friendly driving (eg at optimum speed) Collectively sufficient Individually necessary Mutually independent Increased energy conservation in the home To reduce carbon footprint Less air travel

34 Adding in the first level of intermediate benefits Greater use of more carbon friendly cars Less use of car transport Reduced carbon emissions from driving More carbon friendly driving (eg at optimum speed) insulation of home Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Less unnecessary use of applicances Less air travel

35 Completing the first level of intermediate benefits Greater use of more carbon friendly cars Less use of car transport Reduced carbon emissions from driving Note the inclusion of a disbenefit. More carbon friendly driving (eg at optimum speed) These should be identified alongside benefits, though it is not always appropriate to include them in the map insulation of home Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Less unnecessary use of applicances Less air travel per holiday day Less air travel Fewer holiday days

36 Adding in the second level of intermediate benefits More walking and cycling Greater use of more carbon friendly cars Greater use of public transport Less use of car transport Reduced carbon emissions from driving Fewer rushed journeys More carbon friendly driving (eg at optimum speed) insulation of home Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Less unnecessary use of applicances Less air travel per holiday day Less air travel Fewer holiday days

37 Adding in the second level of intermediate benefits More walking and cycling Greater use of more carbon friendly cars Greater use of public transport Less use of car transport Reduced carbon emissions from driving Fewer rushed journeys More carbon friendly driving (eg at optimum speed) insulation of home Increased use of energy saving bulbs Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Increased readiness to switch off unnecessary appliances Less unnecessary use of applicances Less air travel per holiday day Less air travel Fewer holiday days

38 Completing the second level of intermediate benefits More walking and cycling Greater use of more carbon friendly cars Greater use of public transport Less use of car transport Reduced carbon emissions from driving Fewer rushed journeys More carbon friendly driving (eg at optimum speed) insulation of home Increased use of energy saving bulbs Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Increased readiness to switch off unnecessary appliances Less unnecessary use of applicances Fewer longer holidays requiring air travel Less air travel per holiday day Less air travel More holidays that don't require flying Fewer holiday days

39 Completing the s Map More walking and cycling Greater use of more carbon friendly cars availability of public transport Greater use of public transport Less use of car transport Reduced carbon emissions from driving At this stage it is nothing more than a structured wish list time management Better journey planning Fewer rushed journeys Increased use of energy saving bulbs More carbon friendly driving (eg at optimum speed) insulation of home Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Increased readiness to switch off unnecessary appliances Less unnecessary use of applicances Fewer longer holidays requiring air travel Less air travel per holiday day Less air travel More holidays that don't require flying Fewer holiday days

40 The Dependency Map is then constructed by adding the required enablers & changes New Bicycle More walking and cycling Greater use of more carbon friendly cars KEY Lobby national and local government availability of public transport Greater use of public transport Less use of car transport Reduced carbon emissions from driving Primary / Bounding Objective Delegate more time management Fewer rushed journeys More carbon friendly driving (eg at optimum speed) End Better journey planning Check & remedy where insulation could be improved insulation of home Intemediate Disbenefit More efficient boiler Increased use of energy saving bulbs Greater use of energy saving appliances Increased energy conservation in the home To reduce carbon footprint Enabler Increased readiness to switch off unnecessary appliances Less unnecessary use of applicances Business Change Take holidays in longer blocks Fewer longer holidays requiring air travel Less air travel per holiday day Less air travel Investigate UK & Eurpoean options More holidays that don't require flying Fewer holiday days

41 Generic s Map to illustrate weighting End End Bounding Objective End

42 Generic s Map with weighted paths 40% 40% 100% 30% 60% 30% End 60% 25% 40% 100% 35% 60% 75% 40% 40% 25% 50% 40% End 30% Bounding Objective 80% 20% 70% 50% 30% 20% 70% End 10% 100% 60% 30% 40%

43 Using weightings to compute relative scores % % % 30% 60% 60% 25% % 40% End % % % 75% 40% 40% % 80% 20% % 70% 50% 30% % 20% 70% End 300 End % 10% Bounding Objective 1, % 60% 30% 12 40% 30

44 Paths are weighted and scores computed to facilitate the prioritisation of options New Bicycle More walking and cycling Greater use of more carbon friendly cars KEY Primary / Bounding Objective End Intemediate Lobby national and local government Delegate more availability of public transport 45 time management 120 Better journey planning 80 40% 60% 40% 38 Greater use of public transport 112 Fewer rushed journeys 200 Increased use of energy saving bulbs 24 25% 75% 100% 40% 150 Less use of car transport 150 More carbon friendly driving (eg at optimum speed) 200 Greater use of energy saving appliances 60 30% 30% 40% Reduced carbon emissions from driving % Disbenefit Enabler Business Change Check & remedy where insulation could be improved More efficient boiler Increased readiness to switch off unnecessary appliances % insulation of home 30 Less unnecessary use of applicances Fewer but longer Take holidays in Less air travel per holidays requiring longer blocks holiday day 70% air travel 50% % 30% 60 40% 20% 40% Increased energy conservation in the home 150 Less air travel % 35% To reduce carbon footprint 1,000 Investigate UK & Eurpoean options More holidays that don't require flying Fewer holiday days

45 Case Example: Challenge to transform organisation Improve processes Change behaviours and culture Set up Programme & applied LEAN New generic processes OGC Gateway weak on benefits, get help from BRM specialist, such as sigma Many hundreds of improvement opportunities identified No mechanism for prioritisation or alignment with Business Strategy sigma s maps used to prioritise the process improvements and identify the required business and cultural changes SRO attended BRM Masterclass facilitated by sigma sigma commissioned sigma s BRM applied, especially sigma s mapping

46 MANAGEMENT COMMITMENT ENABLERS BUSINESS ACTION ACCOUNTABILITY ALL Hope this work s tom morrow BDMs feed key portfolio, programme & project docs Front Office Back Office Support Blueprint Current Final How the maps feed other important documents Risk Register Stakeholder Profile Stakeholder Profile Stakeholder role / name s to be received Ref. No. Description Due date Stakeholder role / name s to be received Ref. No. Description Due date Disbenefits expected Ref. No. Description Due date s Disbenefits which stakeholder expectedis responsible for achieving Ref. No. Description Ref. No. Description Measures Due date Target Timescale Sigma s Dependency Map s which stakeholder is responsible for achieving Ref. No. Description Measures Target Timescale s which stakeholder is responsible for tracking and reporting Ref. No. Description Measures Target Timescale MANAGEMENT COMMITMENT Profile No: in Short: Detailed Description: Business Category: Impact: No: in Short: No: Business Objective Supported: No: Other benefits contributed to: Detailed Description: Profile Business sigma Value Category: Impact: Scorecard: type: No: Business Objective Supported: No: Other benefits contributed to: Target Value: Change Type: Enabler Enabler Enabler Enabler Enabler Enabler End End Bounding Objective s which stakeholder is responsible for tracking and reporting Ref. No. Description Measures Target Timescale Changes which stakeholder is responsible for delivering Ref. No. Description Actions Start date End date Changes which stakeholder is responsible for delivering Changes Ref. which No. Description stakeholder is likely Actions to experience Start date End date Ref. No. Description Actions Start date End date Changes which stakeholder is likely to experience Ref. No. Description Actions Start date End date ENABLERS BUSINESS ACTION Enablers Features: sigma Value Scorecard: type: Target Value: Change Type: Required Business Enablers Changes: Features: Culture Organisational Policy Process Required Business Changes: Organisational Policy Culture Process Name / Job Title: Function / Dept: Enabler Enabler Enabler Enabler Enabler Enabler End Change Action Plan No. Enabler / Business Change Map Score Cost PPP Id. Owner Start Date End Date s which it directly enables ACCOUNTABILITY Who receives the benefit: Who is accountable: Start Measures: Current Value: Target Name Value: / Job Title: Time Who receives the benefit: End Frequency Function / Dept: Time : To whom Who are measures is accountable: reported: ALL Issues / Risks Start Measures: Current Value: Target Value: Time End Time Frequency : To whom are measures reported: Issues / Risks Realisation Plan Business Case

47 ALL ACCOUNTABILITY BUSINESS ACTION ENABLERS MANAGEMENT COMMITMENT No: Profile in Short: Detailed Description: Category: Business Impact: No: Business Objective Supported: No: Other benefits contributed to: sigma Value type: Target Value: Scorecard: Change Type: Enablers Features: Required Business Changes: Culture Organisational Policy Process Who receives the benefit: Who is accountable: Name / Job Title: Measures: Current Value: Target Value: Function / Dept: Start Time End Time Frequency : To whom are measures reported: Issues / Risks

48 Stakeholder Profile Name of stakeholder: s to be received Ref. No. Description Due date Disbenefits expected Ref. No. Description Due date s which stakeholder is responsible for achieving Ref. No. Description Measures Target Timescale s which stakeholder is responsible for tracking and reporting Ref. No. Description Measures Target Timescale MSP 2011 supports this concept but limits its scope to programme rather than portfolio level Changes which stakeholder is responsible for delivering Ref. No. Description Actions Start date End date Changes which stakeholder is likely to experience Ref. No. Description Actions Start date End date

49 Executive Management Business Management Business Users IS Function Programme Team Finance Function BRM considers and engages stakeholders Key benefits and disbenefits by stakeholder Key s More effective project portfolio Earlier recognition of ineffective projects More financial benefits realised More non-financial benefits realised management of risk Reduced IS/IT costs image of IS/IT Key disbenefits Extra effort by business Slower start to programme IS Project Targets threatened MSP 2007 has an example Fig. 7.10

50 Measurable Classifying benefits - sigma value types Sigma Value type Definition Financial/ Cashable Example Non-financial/ Non-cashable T a n g i b l e Definite Expected Logical Value may be predicted with confidence or certainty not affected by external factors Value may be predicted on the basis of someone else s experience or based on historic trends Logically may be anticipated and whose value may be measured but not predicted Reduced costs Increased sales management of insurance risk Fewer steps in a process Quicker performance of tasks Greater customer satisfaction Intangible May be anticipated but difficult to substantiate image These benefit types are now recognised and recommended in MSP2007 (Table 7.2)

51 Non-financial benefits are non-financial but are still key Value benefits in the way they are described If the benefit is fewer steps in a process, the measure, which is also the value of the benefit is the number of steps in the process the baseline may be 72 and the target 55 and the value at any point is the current number of steps in the process. It is important not to try to give this a financial value, as of itself it is not a financial benefit. It may lead to a financial benefit, which would be shown on the Map, but this depends on the intention. 4 More time spent with customers 2 Faster response to customers 8 Increased sales revenue 1 Fewer steps in a process 3 productivity 5 More coffee breaks 6 Shorter working day 9 networking 10 staff morale 7 Fewer staff 11 Reduced salary costs

52 Non-financial benefits are non-financial but are still key Value benefits in the way they are described If the benefit is fewer steps in a process, the measure, which is also the value of the benefit is the number of steps in the process the baseline may be 72 and the target 55 and the value at any point is the current number of steps in the process. It is important not to try to give this a financial value, as of itself it is not a financial benefit. It may lead to a financial benefit, which would be shown on the Map, but this depends on the intention. 4 More time spent with customers 2 Faster response to customers 8 Increased sales revenue 1 Fewer steps in a process 3 productivity 5 More coffee breaks 6 Shorter working day 9 networking 10 staff morale 7 Fewer staff 11 Reduced salary costs

53 Use maps with RAG to monitor portfolio s components s Map for a High Street Bank Programme: Less frustration for customers customer service image More new customers Fewer errors Less unpaid overtime * staff morale customer retention Customer database and Sales processing system Customer Database and Sales System Easier sales processing Increased productivity More quality time with customers Increased sales revenue To increase sales revenue Better information on customer and sales profitability More focused selling * Overtime was not paid and staff typically worked over 9 hours per day but were only paid for 7.5 hours.

54 Tracking the benefits Measures with baselines, targets and timescales. Measure Baseline value Start Period End Period Target Value Period 1 Period 2 Period 3 Period 4 No. of errors per 100 sales No. of written complaints per week No. of phone complaints per week Customer service rating (%) No. of sales processed pp per day Value of sales processes pp per day Total overtime worked per week (hr) Staff morale rating (%) Time spent with customers (hr/wk) No. of new customers per period No. of lost customers per period Lead conversion rate (%) Sales revenue 300, m , , , ,000 Period = 3 months

55 Measure reporting planned and actual by owner Measure Baseline value Start Period End Period Target Value Period 1 Period 2 Period 3 Period 4 No. of errors per 100 sales No. of written complaints per week No. of phone complaints per week Customer service rating (%) No. of sales processed pp per day Value of sales processes pp per day Total overtime worked per week (hr) Staff morale rating (%) Time spent with customers (hr/wk) No. of new customers per period No. of lost customers per period Lead conversion rate (%) Sales revenue 300, m 286, , , ,000 Period = 3 months Sales Processing Manager Customer Relationship Manager HR Manager Sales Manager

56 RAG Report - Immediately after implementation Not due to reach target On or above target Within 20% of target Outside 20% of target Less frustration for customers customer service image More new customers Fewer errors Less unpaid overtime staff morale customer retention Customer database Customer and Database Sales and Sales processing System system Easier sales processing Increased productivity More quality time with customers Increased sales revenue Better information on customer and sales profitability More focused selling

57 RAG Report 6 months after implementation Not due to reach target On or above target Within 20% of target Outside 20% of target Less frustration for customers customer service image More new customers Fewer errors Less unpaid overtime staff morale customer retention Customer database Customer and Database Sales and Sales processing System system Easier sales processing Increased productivity More quality time with customers Increased sales revenue Better information on customer and sales profitability More focused selling

58 RAG Report 1 year after implementation Not due to reach target On or above target Within 20% of target Outside 20% of target Less frustration for customers customer service image More new customers Fewer errors Less unpaid overtime staff morale customer retention Customer database and Sales processing system Customer Database and Sales System Easier sales processing Increased productivity More quality time with customers Increased sales revenue Better information on customer and sales profitability More focused selling

59 RAG Report 2 years after implementation Not due to reach target On or above target Within 20% of target Outside 20% of target Less frustration for customers customer service image More new customers Fewer errors Less unpaid overtime staff morale customer retention Customer database Customer and Database Sales and Sales processing System system Easier sales processing Increased productivity More quality time with customers Increased sales revenue Better information on customer and sales profitability More focused selling

60 Some good news Realisation Management (BRM) can and does make a difference Instead of 20% of potential benefits you could be enjoying at least 80% of potential benefits And reduce project costs

61 For further information and help Reading both books available to view today: Realisation Management A Practical Guide to Achieving s through Change by Gerald Bradley (Gower 2 nd edition 2010)* Fundamentals of Realization MSP Companion Guide by Gerald Bradley (TSO 2010) Available to buy today Realisation Management *At specially discounted price if bought today (Danish 350 Krona which is about half normal price) Practical BRM Training from Peak Consulting

62 Thank you for listening Change Director UK Ltd

63 Presenter Gerald Bradley Chairman of Sigma Consulting Pioneer of Realisation Management Mentor and reviewer of OGC s Managing Successful Programmes (MSP) 2007 Author of Realisation Management (Gower) 2 nd edition May 2010 Author of Fundamentals of Realization (TSO) Companion Volume to MSP Sep 2010 Facilitator of the BRM Master-classes for SROs in the MOD gerald@sigma-uk.com