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Benefits realisation

Benefits realisation enables organisations to define, track and deliver the benefits that were identified in the business case of a change initiative.
Our approach
The four key principles of Amtec's benefits realisation method are:
  • that performance only improves when people do things differently.
  • benefits arise when performance improvements are exploited to the benefit of stakeholders.
  • unless a benefit can be at least observed, it does not exist.
  • every benefit must have an owner who is responsible for delivery of that benefit.
During implementation, benefits realisation will:
  • look for consequential benefits (as provided for in the Benefits Register). When these are identified, the opportunities for impact on the overall position will be assessed and any changes in priorities and plans made.
  • respond to erosion (or inflation) of expected benefits when circumstances change. Adjust priorities and benefits realisation plans to optimize the outcome.
  • develop new or alternative benefits and modify the priorities and plans to exploit them. This may lead to changes within the programme to maximize the new benefits.
Post-implementation, benefits realisation ensures successful delivery of a programme by:
  • reviewing the expected level of realisation of each identified benefit against that required and, from this, produce an measure of the programme's performance.
  • if necessary, redefining the set of benefits required to deliver the expected outcomes of the programme.
  • if necessary, revising the implementation to deliver the redefined set of benefits. New capability can provide opportunities to realise benefits not yet quantified.
Achieving other benefits
New opportunities for realising benefits can come about as a result of other changes. System capabilities can outstrip expectations and facilitate new ways of working and deliver new benefits. New benefits should continue to be sought throughout the operational life of the programme.
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