Change programmes in both private and public sectors have a poor record of delivering their intended value. The reasons given most often for their failure include lack of executive support or buy-in from key users, loose requirements definition, weak programme management, and plain wishful thinking. They rarely include technical limitations. Value Management puts forward the view that the true problem lies in failing to understand the causal links between the intended stakeholder outcomes and the actual programme outputs. Repeating the pattern of failure can be avoided by asking two questions: - Before implementation, what capabilities must a change programme deliver, when and in what order so as to cause intended value against a defined purpose with speed and certainty? - During and after implementation, what minor adjustments and/or major shifts are needed to be certain that the programme remains on purpose and on value? and two answers to be given: - Target, time and align change programmes to deliver maximum intended value to stakeholders - the baseline business case - track and respond to changes during and beyond implementation to ensure that the programme actually delivers or exceeds intended value - value realisation. The authors show how, by asking and answering these questions, direction and delivery of any programme can be clarified and greater economic value achieved.
Table of Contents
Contents: Foreword, Tim Marshall; Foreword, Lode Snykers; Preface; Introduction; Part I Problem: Critical value; Defining value; Precise simplicity; Elusive value. Part II Principles: Intended value; Modelling value; Programming value; Aligning value; Valuing certainty; Tracking value; Impact. Part III Process: JANET (UK) transformation programme case study; Appendices: precision - advanced techniques and tools; Glossary; Bibliography; Index.
'Before applying the Value Management approach, we had tried measuring performance indicators but we didn't run our business by them because we weren't convinced we had the key ones. Conversely, the causal approach, in particular dynamics modeling, enabled us to define the most critical drivers of value against which we are now confident we are measuring the right things - the things that really influence the outcomes we want and reflected in our business transformation programme.' - Tim Kidd, Operations Director, JANET (UK) 'The book is a great read but, more importantly, conducting Value Management in practise within Logica has been a good business decision and certainly has improved our ability to justify investments and manage the returns.' Roel Wolfert, Global Head of Strategy & Marketing Financial Services, Logica 'What an amazingly clear way, Roger has, of bringing to together a wealth of tangentially related concepts into a consistent and focused "whole" that is easy to go out and implement. Read this book if you have a sense there must be a better way to improve the process you manage, but can't get the practical way to pull it together from reading all the standard management literature. I first met Roger Davies over 30 years ago when he was lapping up some really rather new ideas being offered by the consulting firm I represented. Even then he had a way of re-formulating what we were doing in a way that drove significant value from our ideas even before the paint was dry.' Mark Elder, CEO SIMUL8 Corporation 'It is well understood that business success should not be left to chance. Most large organisations are bought into the ideas of business intelligence, in that they can analyse large quantities of data to build a picture of customer behaviour, however many are less au fait with understanding what drives that behaviour from a business dynamics perspective. In this book, Roger Davies not only clarifies the benefits of dynamic business modelling,