Ireland Chapter of PMI

Benefits Blog


Leadership, Organisation Culture and Convergence
Sharing International Perspectives: Las Vegas v Dublin

Research involving those attending the Ireland Chapter event on Benefits Led Change in Dublin on 26th October 2022 and those attending the session at the PMI Global Summit in Las Vegas on 1st December brought up some interesting comparisons which warrant further consideration. The research in Las Vegas was more internationally diverse whilst the Dublin side had a more Irish centric perspective. All in all, there are marked similarities and one or two results which are divergent. Enjoy reading the results below. 

Peter Glynne
Vice President Ireland Chapter of PMi

Exploring the Results

There was consistency of thought in that the majority of participants said that they are unconvinced about the approach to benefits realisation within their organisation; 71% in Las Vegas and 61% in Dublin. This reinforces the message that there is much to be done to enhance organisational capability in Benefits Led Change.  A slightly higher percentage of participants in Las Vegas, 57%  said they have the confidence of the CEO and the Executive Team in their organisation indicating that leadership has the intent to make Benefits Led Change successful. Clearly there is senior level support however the application of Benefits Led Change is seen as less effective; the factors can be complex, emotive and unique to each organisation.

Organisation culture is unsurprisingly the biggest factor for the sustainability of Benefits Led Change across both groups. Interestingly, a higher percentage (48%) in Las Vegas said that their organisation’s approach to Benefits Convergence (one team cross organisation approach) is sometimes successful.

There are marked differences between Dublin and Las Vegas relating to the number one challenge for the organisation. Sixty six percent of participant’s in Las Vegas cite lack of management focus as the number one challenge in their organisation whilst only 32% in Dublin. This is a marked difference. Conversely in Dublin, participants highlighted ‘benefits not bankable’ as their number one challenge whilst only 16% in Las Vegas. Whilst some of this may be cultural, it suggests that there is a marked difference in the clarity given to benefits in the earlier stages of strategising change.


What does all of this tell us?

The journey towards Benefits Led Change is never overnight and requires careful consideration of the infrastructure, culture and leadership required to make it happen. The important term used time and time again across the book is ‘integrated’ and this single factor is critical to success. It is easy to implement a bland benefits relalisation process in the absence of leadership, buy-in and commitment. Take this approach and failure is almost a certain outcome. It is surprising how many times this mistake gets repeated, often in the flawed assumption that a defined and communicated process will drive the correct behaviours across the organisation.

Recognising the challenges up-front makes it easier for you to strategise the approach within your organisation and avoid the common pitfalls through inexperience or lack of planning. There are five important factors that strongly influence the effectiveness of leadership of benefits within organisations. They are:

  1. CEO Leadership and Commitment
  2. Commitment of CxOs and Senior Managers
  3. Integrated Governance For Change and Operational Leadership
  4. Early stakeholder engagement (internal and external)
  5. Business As Usual ‘Operational’ Ownership of Benefits

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