Even organisations that have a sound strategy, good programme management and solid supplier contracts still find that, after a successful implementation, the actual measurable benefits realised may fall short of the benefits originally promised in the business case. This is not uncommon. According to research from 1,500 private and public sector projects and programmes, over 80% of projects and programmes that reach post-implementation review realise fewer benefits than expected.

We have found that there are three major reasons why these organisations fail to realise the benefits they originally expected. These reasons and the principles of successful benefits realisation are explained in our download, Better Benefits Realisation.

To make sure our clients are in the “right 20%”, we help our clients’ link benefits to the outcomes their organisation wants and needs to achieve and ensure that those same benefits are clear, compelling and fully bought into by the stakeholders who need to realise them.

For example, we have helped our private and public sector clients: 

• Define practical and realistic Benefits Management Strategies
• Identify and quantify benefits that link solutions to strategic outcomes
• Engage reluctant stakeholders in benefits realisation planning and measurement 
• Apply simple benefits tracking processes, templates and tools 
• Integrate benefits tracking into existing performance measurement systems
• Review programme portfolios and make benefit-driven investment decisions 
• Carry out a Benefits Realisation Healthcheck