Benefits Realisation Shouldn’t Be A Witch-Hunt!

Unhappy/angry office worker with head on deskOrganisations that initiate projects generally do so to embed some kind of favourable change into their operation. The types of outcome and benefits desired will vary depending on the organisation’s situation and strategy, but might involve increasing revenue, reducing costs, achieving regulatory compliance, improving customer service or any other combination of goals. Let’s imagine that a financial services organisation decides to streamline its ‘customer sign-up/on-boarding’ process. Possible benefits might include providing enhanced customer service (leading to an increase in sales) and lower processing costs (leading to higher profits). There are likely to be many different ways of achieving these outcomes—and those options are likely to be examined in some form of business case. For small projects this might be a very lightweight document, with larger projects and programmes needing a more thorough and formal document. Either way, the relative pros/cons of various approaches will be considered—including the tangible and intangible costs/benefits, and also the risks.

 

The business case is often the gateway to getting a project off the ground. In many organisations it is like a key to the cheque-book—until the business case has been signed off work cannot start with any vigour. This leads to a useful focus on a business case early in the project lifecycle—which is a good thing of course—but once the cheques have been written, interest can start to evaporate very quickly. There is a danger that the business case will fester away, collecting dust in a document repository rather than being seen as a ‘living document’ that is central to the project and change initiative. This can lead to some very unfortunate outcomes.

 

A business case shouldn’t be “one and done”

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Good Problem Solving Needs Good Problem Ownership!

problem ownerProblem solving is a skill that is relevant for just about every role within an organisation. It doesn’t matter whether you spend most of your time working with colleagues internally, or whether you work for a managed services provider (MSP) that offers services externally, it is likely that dealing with problems takes up a significant part of your day. Whether you’re a CEO, receptionist, or contact centre worker, chances are that you are involved with solving a wide range of problems. These can range from small, well defined and well scoped problems (for example, a customer not receiving a parcel) right through to tricky, messy and ill-defined problems (for example, revenue dropping due to multiple unrelated yet volatile conditions in the business environment). Sometimes, our problem solving activities are so ingrained in our daily activities that we do them without thinking. Other times, for larger problems, we might use formal business analysis, creative thinking or problem management techniques. Entire methodologies and practices have emerged which help us liaise with relevant stakeholders and analyse different potential options for solving organisational problems.

 

One important element of problem solving that is rarely discussed is problem ownership. Even the smallest problem is likely to need coordinated action from a range of people within the organisation to resolve. The problem owner works with others to ensure this cohesive and coordinated response. Significant problems can occur when a problem isn’t ‘owned’.

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