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Organisations spend huge amounts every year on business change and ‘development’ activities. In a recent internal study with some clients, we found that up to 55% of the annual budget spend was directed to some form of change activity or other. In one case, significantly more! It’s time to ask some hard questions:
- are you getting value for money from your spend on change?
- is the investment worth the benefits delivered?
- does your change spend reflect your business priories and goals?
- are you overloading the business with change initiatives?
- are all your change initiatives aligned?
- are your strategic priorities reflected in your change priorities?
- what is the mix and balance in the activities - increasing value, reducing costs or managing risks?
- how many of change activities are focused on increasing capability?
- how many change activities are focused on renewal?
- are you managing resources effectively?
- does the schedule ensure a steady stream of delivered benefit?
In one client subsidiary, the spend on change represented over £ 200m per year. Was it good value for money for the business? Was the organisation investing in activities that would make a difference to bottom line performance and customer satisfaction? Was the balance of spend between short term remedial work and longer term investment right? Did anyone actually know how much was being spent and why? Who was in command of the investment?
ClearView Portfolio Management
Change happens at every level in the organisation. Ideas for improvement, new projects, new requirements for regulatory compliance, technology developments and major top-down change initiatives. The motivation for change is often varied and priorities can be driven from local needs through to top-down directives.
We’ve develop the ClearView Portfolio Management approach to help our clients manage this diverse range of activities in a clear and effective way to maximise the ROI and MOR for the business in change.
ClearView provides clients with:
- visible leadership of change
- command of the business strategy and its execution
- a simple way of defining and clarifying direction and priorities
- highly visible goals, dependencies and benefits
- effective co-ordination and impact analysis by a range of views
- a shared view and understanding of current and future challenges
- “what-if”, change options and scenario analysis capability
- linked big-picture & detail views on value, cost and risk initiatives
- standardised reporting and increased drill-down capability
- direct feedback on strategy execution and its impact on customers and markets
For the first time, get the capability to command, control, co-ordinate and measure strategy into action - from a customised and wide range of perspectives. Get visibility of and link top-down and bottom-up initiatives - tying operational performance to strategic requirements. Manage the cost and risk of change to get maximum business value, while minimising the impact of change on the whole organisation.
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