change and the orginisation part 2 Flashcards
(179 cards)
1
Q
This session will cover a number of distinct areas including:
A
- Key Roles in Organizational Change
- Drivers of Change
- Developing Vision and
- Benefits Management.
The objectives are that by the end of the session you will be able to:
- Identify the key roles in change and their purpose
- Describe the Drivers for Change
- Describe the process for developing Vision and finally
- List the five steps in the Benefits Management procedure.
2
Q
Change is a
A
journey with a number of steps and at each step are people who leave their mark on the success of the original idea.
We will briefly look at this journey and the roles involved at each stage.
There is no universally agreed set of change roles and each writer and organization will often develop their own roles.
We will use a generic role title that describes its purpose.
3
Q
Change begins with
A
an idea
Someone must have that idea, the first role is therefore of the idea-generator.
Without these organizations stagnate.
The idea is spread, usually by the idea-generator, O’Neill called this role an advocate, but in order to progress what we need is a proposal for the change and a Sponsor.
4
Q
The sponsor is the role to obtain
A
resource and support for the change, sometimes also called the executive leadership or leader.
5
Q
Managers have to reconcile the change with the business as usual, these are the line managers who have to ensure
A
the change is implemented into their sections in a manner that does not stop the business as usual.
The change is accepted by those directly affected, sometimes called the change targets or implementers.
The change journey has finished, but of course one change ending often prompts a new idea and so the journey starts again.
6
Q
What is the purpose of a Change Manager?
A
To assist in managing the project or programme by monitoring the change environment, checking for buy-in or support, and scheduling changes for better acceptance.
6
Q
Are Change Managers and Change Agents the same?
A
No, they have different roles and purposes within an organization.
7
Q
Where is the role of Change Manager typically included in an organization?
A
Within the project or programme management team
8
Q
In the Managing Successful Programmes methodology, how is the role of Business Change Manager viewed?
A
It has equal status with the Programme Manager.
9
Q
What is the purpose of a Change Agent?
A
To provide an objective and supportive communication channel, facilitating the development and implementation of change.
10
Q
What alternative term did Senge use for Change Agents?
A
Internal Networkers
11
Q
How should the role of Change Agent function across an organization?
A
It should provide support for Line Management and Change Targets on implementing change and the necessary behaviors for successful change.
12
Q
What characterizes effective change organizations in terms of Change Agents?
A
An informal network of people who understand change, its implications, and processes, and who help others understand and implement change.
13
Q
What is a commonly held belief about change?
A
Without a good sponsor, all changes struggle.
14
Q
What research supports the belief that a good sponsor is crucial for change?
A
Research by Prosci in 2012 involving 650 participants across 62 countries.
15
Q
According to the Prosci research, what was identified as the greatest contributor to overall change success?
A
Active and visible executive sponsorship.
16
Q
What did the Prosci research identify as the greatest obstacle to successful change?
A
Ineffective change management sponsorship from senior leaders
17
Q
What is the impact of good sponsors on change?
A
A: Good sponsors enable more successful change.
18
Q
Q: What is the impact of poor sponsors on change?
A
A: Poor sponsors actively impede change from happening.
19
Q
Q: What should organizations consider about their senior management to improve change sponsorship?
A
A: They should consider their senior management’s skills and attributes.
20
Q
Q: How can organizations improve sponsorship capability according to Prosci and other research?
A
A: By using a checklist of ten key activities for good sponsors.
21
Q
Q: What is the first key activity for good sponsors according to Paul?
A
Maintain and articulate a clear and attractive vision for the change, showing how it links to the organization’s vision.
22
Q
According to Pete, what is a critical activity for a sponsor during the change lifecycle?
A
Champion the change, building and maintaining a sense of urgency and priority throughout its lifecycle.
22
Q
What does Steph say a good sponsor needs to do to gain commitment?
A
Gain the commitment and involvement of senior and line management, using influence and interactions to advocate the change consistently.
23
What does Karen say an effective sponsor must do to ensure the change succeeds?
A: Confront those who are blocking the change, clearing a path for it to succeed.
24
What critical behavior does Steph highlight that a sponsor must exhibit?
Walk the Walk', genuinely acting as a role model for the new behaviors and establishing new norms in their own team.
25
What communication strategy should a good sponsor use for the change?
Communicate about the change consistently using a variety of media and providing good channels for effective two-way communication.
26
According to Pete, how should a sponsor support line management during the change?
Provide training, mentoring, and coaching for line management, remaining accessible to them throughout the change.
27
Q: What does Karen say a sponsor must ensure regarding resources for change?
A: Ensure that resources for the change, especially people and training, are provided, including funding for dedicated change management resources
28
What must a sponsor align with the change initiative according to Steph?
Align the organization's infrastructure, environment, and reward systems with the change initiative, especially how performance is measured and managed.
29
What ongoing responsibility does Karen highlight for sponsors?
Ensure the ongoing alignment of their change initiative with other organizational initiatives and the organization's wider strategic goals.
30
Q: What is the primary role of a Change Agent?
A: To facilitate change in the organization without formal line management authority.
31
Q: Can a Change Agent be someone from outside the organization?
A: Yes, they can be anyone within the organization or contracted from outside.
32
Q: How does the role of a Change Manager differ from a Change Agent?
A Change Manager has some knowledge of and competence in change management and has authority for the delivery of change, while a Change Agent acts without formal authority.
33
Can a Change Manager also act as a Change Agent?
Yes, a Change Manager may act as a Change Agent when supporting or facilitating change outside their function or authority sphere.
34
Q: How do Change Agents contribute to communication within the organization?
A: They ensure effective communication takes place up as well as down the hierarchy.
34
Q: What is one key function of a Change Agent?
A: To build strong networks across the organization.
35
Q: What is another key function of a Change Agent?
A: To connect line managers engaged in change with others in similar positions.
36
Q: What is one observational role of a Change Agent?
A: To observe and spread ideas, information, and initiatives.
37
Q: How do Change Agents facilitate access to resources?
A: By smoothing access to resources needed by various groups and knowing where to go for help.
37
Q: What support role do Change Agents play for Sponsors, Line Managers, and Targets?
A: They help them fulfill their roles well without taking over their responsibilities.
38
Q: How do Change Agents assist Sponsors, Line Managers, and Targets?
A: By advising them where they see opportunities to add value.
39
Q: Who can be a Change Agent within an organization?
A: Coaches, consultants, HR or Organizational Development specialists, trainers, front line staff, Line Managers, supervisors, or other support people.
40
Q: What must organizations do to support Change Agents?
A: Develop them and allow them to allocate some of their time to carry out this role effectively.
41
Q: What role does a Change Agent often take with a Line Manager?
A: Consulting or advisory capacity.
42
Q: Does a Change Agent have authority over a Line Manager?
A: No, they must establish an agreed and effective working relationship.
43
Q: What term is often used to describe establishing effective working relationships?
contracting
44
Q: Who defined the purpose of contracting in change management?
peter block
45
Q: What are the four concerns that contracting must address according to Peter Block?
A: Mixed motivation, concerns about exposure, concerns about loss of control, and clarity about who is involved.
46
Q: What is the first concern that must be addressed in contracting?
mixed motivation
47
Q: What is the second concern that must be addressed in contracting?
A: Concerns about exposure.
48
Q: What is the third concern that must be addressed in contracting?
A: Concerns about loss of control.
49
Q: What is the fourth concern that must be addressed in contracting?
A: Clarity about who is involved.
50
Q: Why is there always a degree of mixed motivation for Line Managers in a change situation?
A: They have some investment in how things are done now and will have some doubts and questions about the future.
51
Q: How can Change Agents build mutual trust with Line Managers?
A: By being clear on their own doubts and questions to show authenticity about their feelings.
52
Q: What is the importance of addressing concerns about exposure for Line Managers?
A: Relationships and political affiliations may be affected, putting the Line Manager in an awkward position.
53
Q: How should Change Agents handle concerns about exposure?
A: By listening carefully to identify any concerns and then discussing them directly and honestly.
54
Q: Why might Line Managers have concerns about loss of control during a change?
A: Their position and reputation have been built up in a system of control, and asking for help may feel like a loss of control.
55
Q: How can Change Agents ensure Line Managers feel they have control over change activities?
A: By checking that Line Managers feel they have sufficient control to ensure buy-in to the process.
56
Q: What does clarity about who is involved in the change process entail?
A: Understanding the pressures Line Managers face and knowing who is actually committed to the change.
57
Q: Why might some Line Managers be reluctant to get involved in the change process?
A: Due to pressure from senior management or a lack of genuine commitment.
58
Q: What is the importance of contracting between Change Agents and Line Managers?
A: It allows them to agree on how to work together to ensure the change succeeds.
59
Q: According to Cameron and Green, from whom do employees need to hear about change?
A: The most senior person involved in the change and their line manager.
59
Q: What type of messages is the senior manager best suited to communicate during a change?
A: Business messages around the change.
60
Q: What can happen to change initiatives without the buy-in and support of Line Managers?
A: They can struggle and fail.
61
Q: What type of messages is the employee's line manager best suited to communicate?
A: More personal messages.
62
Q: Why is it important for the overarching vision and strategic direction to be translated into a local context?
A: To ensure employees understand how the change impacts them directly.
63
Q: What happens if line managers are not supportive of the change process?
A: They could be considered 'an inert and highly absorbent blockage' or the 'corporate concrete.'
64
Q: Why are line or middle managers considered the 'heart of the organization'?
A: Because all successful changes must engage with this group, using them as role models and supporters.
65
Q: What is crucial for the success of change initiatives according to Cameron and Green?
A: The active support and buy-in of line managers.
66
Q: What should be a significant focus during a change initiative to ensure its success?
A: Investing in actions to engage middle managers and gain their buy-in.
67
Q: What is the first activity suggested by the Effective Change Managers Handbook to gain support from middle managers?
A: Engage with middle managers to get the critical mass of support.
68
Q: What should be created to help gain support for change according to the Effective Change Managers Handbook?
A: A sense of urgency and need for change.
69
Q: What should middle managers be given access to, to understand the need for change?
A: Privileged access to the thinking that has led to the need for change.
70
Q: Why is it important to pilot ideas and get feedback from middle managers?
A: To get feedback on the practicalities of implementing change.
71
Q: How should middle managers be involved in the change process?
A: By involving them in developing proposals and plans that make change practical and effective.
72
Q: What is essential to do in response to middle managers' concerns during a change initiative?
A: Respond to their concerns and communicate copiously.
73
Q: How should middle managers be enabled to support change?
A: Enable them to communicate credibly and directly to their people.
74
Q: Where are the tools and techniques for carrying out these activities covered?
A: In the Stakeholder Strategy and Communication and Engagement sessions.
75
What two important questions should be answered to understand the drivers for change in an organization?
A: 'Why change?' and 'Why now?'
76
Q: Why is it crucial to answer the questions 'Why change?' and 'Why now?'
A: Without these answers, any initiative will lack focus and urgency, making it likely to struggle.
76
Q: What are the two main types of change in the strategic context?
A: Emergent change and planned change.
77
Q: What characterizes emergent change?
A: Emergent change emerges from within the organization as a reaction to external factors, trends, and pressures. It usually focuses on keeping operations effective and efficient, and incorporating new technology and practices without changing the business model significantly.
78
Q: What characterizes planned change?
A: Planned change is part of the strategic process within an organization and involves creating and implementing a strategy. It typically involves feedback loops and cascading decisions and designs through the organization.
79
Q: What factors do we use in Lewin's Force Field Analysis model?
A: We need to understand the current situation and define it clearly in terms of performance and behaviors, then define the desired state in the same terms.
80
Q: How are the current state and desired state represented in the Force Field Analysis diagram?
A: The current state is drawn in the center of the diagram, and the desired state is drawn towards the right-hand side.
81
Q: What are the driving forces in the Force Field Analysis model?
A: Factors present within and outside the organization that are pushing the current state towards the desired state, including factors that create emergent change.
82
Q: What are the resisting forces in the Force Field Analysis model?
A: Factors internally and externally that prevent the organization from moving towards the desired state.
83
Q: How are driving forces and resisting forces represented in the Force Field Analysis diagram?
A: Driving forces are shown as arrows heading left to right, and resisting forces are shown as arrows heading right to left.
84
Q: What does it indicate if the current state is stable in Lewin's model?
A: It indicates that the driving forces and resisting forces are in equilibrium.
85
Q: What is necessary to effect change according to Pete in the Force Field Analysis model?
A: To effect change, driving forces need to be increased, and resisting forces need to be minimized or removed. This could involve highlighting the benefits of the change and addressing staff concerns.
86
Q: What is the first step in the cascade of information in the strategic context of change?
A: The organization defines its strategy, often a subjective statement providing focus for planning and change.
87
Q: What are strategic objectives, and how are they related to the strategy?
A: Strategic objectives are derived from the strategy and must be clearly measurable in terms of both performance and timescale.
88
Q: What is the purpose of the feedback loop set up with strategic objectives?
A: If the strategic objectives are met, this may trigger a review and update of the strategy.
89
Q: How are strategic objectives and the change vision related?
A: Strategic objectives and portfolio are converted into the change vision and scorecard, which help define the required results of the change.
90
Q: What is the Change Portfolio?
A: The sum total of change within an organization, limited by factors such as resource availability and the need to maintain business as usual activities.
91
Q: How is the Change Portfolio monitored and adjusted?
A: It must be monitored and adjusted, and may trigger a review and update of the strategic objectives.
92
Q: What are change initiatives, and how are they related to the Change Portfolio?
A: Change initiatives are organized within the Change Portfolio and trigger the implementation of changes.
93
Q: What is the final step in the cascade of information in the strategic context of change?
A: Checking the outcomes have been achieved and measuring the benefits of the changes, compared to the required results derived from the vision and scorecard to confirm completion.
94
Q: What is the purpose of the strategic business vision in the structural cascade of portfolios, programmes, and projects?
A: It is used to define the corporate strategy, the complete set of work in an organization, including both change activities and business as usual activities.
95
A: It is used to define the corporate strategy, the complete set of work in an organization, including both change activities and business as usual activities.
A: It sets out the scope of the change activities and allows a balance between change activities and business as usual activities.
96
Q: How are change activities organized within the Change Portfolio?
A: They are divided into programmes, which are groups of related projects.
97
Q: What is the purpose of the programme structure?
A: It ensures that all projects within a grouping remain aligned and focused on delivering the right outputs in the right sequence.
98
Q: What are projects in the structural cascade of portfolios, programmes, and projects?
A: They are the development and delivery mechanisms where requirements are turned into outputs and handed over to business as usual teams.
99
Q: What is the role of business as usual teams in the change process?
A: They use the outputs from projects, which creates the change and generates the benefits of the change.
100
Q: Why is it important to have a feedback or communication process in place in the structural cascade?
A: To ensure that the delivery process is happening as expected and the benefits are being achieved as expected, with information flowing from projects to programmes and beyond.
101
Q: What is the purpose of a vision in the context of change?
A: To define clearly the end point of the change and provide a focus for all change activities.
102
Q: What are the risks of setting out on a change without a clearly defined vision?
A: It represents a significant risk to a business in terms of time, money, and resources.
103
Q: What should be the fundamental driver for a change?
a vision
104
Q: What does a vision outline?
A: What the organization wants to be or how it wants the world in which it operates to be.
105
Q: How does a mission statement differ from a vision statement?
A mission statement defines the purpose of the organization and is usually unmeasurable, while a vision statement describes a measurable goal for the organization.
106
Q: Give an example of a mission statement.
A: 'Creating a great place to live, work, and grow.'
107
Q: What would a vision statement developed from a mission statement specify?
A: It would define specifically what the organization intends to do to achieve its mission, such as building new houses or refurbishing older ones to certain standards.
108
Q: Provide an example of a vision statement for a council.
A: 'By the end of the year, all council houses in our area will comply with the latest energy and environmental recommendations.'
109
Q: What is a major difficulty in creating a vision for change?
Q: What is a major difficulty in creating a vision for change?
110
Q: Why do stakeholders have differing opinions on the target for change and priorities for change?
A: Because they have different perspectives and interests.
111
Q: How can a shared vision be developed despite differing viewpoints?
A: Through workshops where ideas, views, and objectives are shared, discussed, and hopefully agreed upon.
112
Q: What must happen if there are conflicts between groups or individuals during the vision development process?
A: These conflicts must be resolved before the vision can be agreed upon.
113
Q: What are the benefits of developing a shared vision, despite it being challenging and time-consuming?
A: Lasting and meaningful change is more likely if there is a shared vision of what the business should be like in its 'future state'.
114
Q: What are some key prompts for writing a good vision statement?
A: Gather all key information, consider a short core statement, create different representations for different audiences, and work on the target operating model or blueprint at least at a high level initially.
115
Q: Why is it important for a vision statement to communicate to all levels within an organization?
A: So that it is relevant and not ignored by any group.
116
Q: What are some characteristics of an effective vision statement?
A: Consumable by a variety of stakeholders, uses culturally relevant terms, inspirational, verifiable, provides a basis for developing the target operating model or blueprint, recognizes obstacles or constraints, and is appropriate in size and length for its purpose.
117
Q: Why should a vision statement be short and to the point?
A: To ensure it is clear and easily understood by all stakeholders.
118
Q: How can a vision statement be made relevant to different audiences?
A: By creating different representations of the vision for different audiences.
119
Q: Why is it important for a vision statement to be inspirational to the audience?
A: To motivate and engage stakeholders in the change process.
120
Q: What does it mean for a vision statement to be verifiable?
A: It should be measurable and achievable, allowing progress to be tracked.
121
Q: How does a vision statement provide a basis for developing the target operating model or blueprint?
A: It outlines the desired end state, guiding the development of detailed plans and models.
122
Q: What are some common pitfalls that a vision statement can fall into?
A: A To Do List, A Mission Statement, Management Waffle, and Sermons.
123
Q: Why are "To Do Lists" a pitfall for vision statements?
A: They list tasks without giving an end result or purpose, leading to a lack of meaningful priority or longevity in the change process.
124
Q: What is the issue with vision statements being like Mission Statements?
A: Mission statements provide a high-level purpose but are generally not measurable or time-bound, lacking the emphasis or drive needed for a change initiative.
125
Q: What is "Management Waffle" in the context of vision statements, and why is it a pitfall?
A: It is vague or meaningless language used to get agreement but is often irrelevant to stakeholders, leading to lack of support or merely lip service.
126
Q: Why are "Sermons" problematic in vision statements?
A: They are long and preachy, telling stakeholders what to do instead of being inclusive, making stakeholders feel preached to and disconnected from the vision.
127
Q: How does management waffle affect stakeholder engagement?
A: Stakeholders cannot relate to it and may not support the change or only give it lip service.
128
Q: What is the impact of a vision statement that functions as a "To Do List"?
A: It leads to completing tasks without seeing meaningful change, causing the initiative to lose momentum.
129
Q: What is the difference between a vision statement and a mission statement?
A: A vision statement describes a measurable goal for the organization, while a mission statement defines the purpose and is usually not measurable or time-bound.
130
Q: What is the purpose of benefits management in an organization?
A: To optimize benefits realization from change initiatives, ensuring resources are used effectively and benefits are maximized.
131
Q: Why is it important for forecast benefits to be complete and realizable?
A: To ensure all potential benefits are identified, providing a solid foundation for managing benefits.
132
Q: What does it mean for forecast benefits to be realized in practice?
A: It means ensuring the required business and behavioral changes take place so that the forecast benefits are achieved.
133
Q: How can benefits be realized as early as possible and sustained for as long as possible?
A: Through a structured approach to benefits management that optimizes the timing and duration of benefits realization.
133
Q: What are emergent benefits?
A: Benefits that were not originally identified but emerge after the change has been implemented.
134
Q: Why is it important to minimize dis-benefits in benefits management?
A: To reduce negative impacts and ensure that the change initiative provides the maximum net benefit.
135
Q: Why should emergent benefits be captured and leveraged?
A: To maximize the value gained from change initiatives and to inform future changes for better estimation and inclusion.
136
Q: How does a framework of accountability help in benefits management?
A: It ensures transparency, tracks progress, and demonstrates the successful realization of benefits to stakeholders.
137
Q: What role does accountability play in benefits management?
A: It ensures the organization can demonstrate the realization of benefits and continually learns from the process.
138
Q: What is the risk of ignoring emergent benefits?
A: Ignoring emergent benefits can lead to missed opportunities for additional value and improvement in future initiatives.
139
Q: What does "Active" mean in the context of Benefits Management critical success factors?
A: It focuses on the active search for benefits through participative stakeholder engagement rather than passive tracking against forecast.
140
Q: How does "Transparent" apply to Benefits Management?
A: It involves open and honest forecasting and reporting with a clear line of sight from strategic objectives to benefits forecast and realized.
140
Q: What does "Evidence Based" mean in Benefits Management?
A: It means that forecasts and processes are driven by evidence about what works rather than assumptions.
141
Q: What is a key aspect of being "Active" in Benefits Management?
A: Engaging stakeholders actively to identify and realize benefits.
141
Q: What is meant by "Benefits led" in Benefits Management?
A: It focuses less on the activities to measure the benefits and more on the realization of those benefits, emphasizing what has been achieved.
142
Q: Why is being "Forward looking" important in Benefits Management?
A: It emphasizes learning and continuous improvement, rather than allocating blame.
143
Q: What does it mean to manage benefits "across the full business change life cycle"?
A: It means ensuring benefits management is actively undertaken from the start of the change, through planning, implementation, realization, and lessons learned.
144
Q: What does a "Benefits led" approach prioritize?
A: The actual realization and impact of benefits over merely measuring them.
144
Q: How does a "Forward looking" approach benefit the organization?
A: By focusing on continuous improvement and learning from the process to enhance future initiatives.
145
Q: Why is transparency crucial in Benefits Management?
A: It ensures all stakeholders have a clear understanding of how benefits align with strategic objectives and the progress towards realizing those benefits.
146
Q: What is the significance of managing benefits throughout the entire project life cycle?
A: It ensures that benefits management is integrated and sustained from inception to completion and beyond, capturing all potential value.
147
Q: Who developed the Benefits Management model that combines process and principles?
jenner
148
Q: How many processes are there in Jenner's Benefits Management model?
A: Five processes.
149
Q: What are the five processes in Jenner's Benefits Management model?
A: Identify and Quantify, Value and Appraise, Plan, Realize, Review.
150
Q: What is the first step in Jenner's Benefits Management process?
A: Identifying and quantifying benefits for all possible changes.
151
Q: What foundation does the "Identify and Quantify" process lay in Benefits Management?
A: It lays the foundation for options analysis, investment appraisal, portfolio prioritization, and benefit realization.
152
Q: What is the focus of the "Value and Appraise" process in Benefits Management?
A: Ensuring resources are allocated to change initiatives that represent the best value for money.
153
Q: What is the purpose of the "Plan" process in Benefits Management?
A: Providing a structure for the delivery of selected changes, including the recording, reviewing, updating, and realizing of benefits.
154
Q: What does the "Plan" process in Benefits Management include?
A: Identification and mitigation of dis-benefits and management of emergent benefits.
155
Q: What is the "Realize" process in Benefits Management about?
A: Optimizing the realization of benefits, actively managing planned benefits, capturing emergent benefits, and minimizing dis-benefits.
156
Q: What is the final step in Jenner's Benefits Management process?
Review
157
Q: What is the aim of the "Review" process in Benefits Management?
A: Ensuring benefits are achievable and sustainable, with arrangements for ongoing monitoring and management, and sharing lessons learned.
158
Q: Why is it important to align benefits with strategic objectives?
A: It provides a clear measure of what is expected from change initiatives and business as usual activities, ensuring that benefits enable the achievement of strategic objectives.
159
Q: What is the first principle in Benefits Management?
A: Align benefits with strategy.
160
Q: What can happen if benefits realization is seen as an additional task?
A: The organization may find ways or excuses to avoid carrying out the measurement.
160
Q: How does managing benefits at the portfolio level help organizations?
A: It ensures that benefits are counted only once and are linked to strategic objectives.
160
Q: How should organizations approach the delivery of change initiatives to optimize benefits?
A: Utilize successful delivery methods, applying experience and lessons learned to improve delivery and reduce additional costs and risks.
161
Q: What does the principle "Start with the end in mind" mean in Benefits Management?
A: Define the benefits you wish to achieve, link them to strategic objectives, and use that to define the scope of the outcome and output required.
162
Q: Why should benefits be integrated with performance management?
A: If benefits realization is integrated with key performance indicators, measurement will be carried out automatically as part of regular performance management activities.
163
Q: Why is it important to manage benefits from a portfolio perspective?
A: To prevent double counting of benefits and ensure that all benefits are linked to strategic objectives.
164
Q: What principle emphasizes the need for transparency and accountability in benefits management?
A: Apply Effective Governance.
165
Q: What is the difference between a delivery culture and a value culture in benefits management?
A: A delivery culture focuses on time, cost, and quality compliance, while a value culture focuses on the value generated by achieving these measures.
165
Q: Why is it important to develop a value culture in benefits management?
A: It shifts the focus from just delivering projects to measuring the value generated by the delivered outputs.
166
Q: What does applying effective governance involve in benefits management?
A: Ensuring clear business ownership and accountability for benefit realization, with transparency about responsibilities.
