Benefits Part 1 - "We've always done it this way"

Some of the most painful words I can hear in a work environment - but I am in

change management.

And I describe myself as a change manager – not a project manager, or programme

manager or even a benefits realisation lead – even though I’ve held all these roles

and titles – because this is about change and how well or otherwise it is managed

And where change is ultimately managed by people for people – so where the

systems, processes, software, equipment and documentation which were all

designed and developed by people (AI notwithstanding) and where the technology

and digitisation no matter HOW complex or technical – all fall under change

management.

And to reach your objective – you need true engagement with people to help deliver

the change and embed training alongside a genuine understanding that this always

requires buy-in and cultural changes to achieve the - yes, the B word – here it comes

– benefits!

So just before we dive into benefits this is Chat GTP’s response to the following

statement:

“Challenges of benefits realisation in healthcare” 

In healthcare, challenges related to benefits realisation include

complex data integration, resistance to change among

healthcare professionals, interoperability issues with existing

systems, and the difficulty of quantifying non-financial benefits

such as improved patient outcomes or satisfaction. Additionally,

evolving regulations and privacy concerns can pose obstacles

to effective benefits realisation in healthcare initiatives.

And this is my first blog (or Part 1 at least of a lengthy response to the same

statement).

So, benefits or benefits realisation or benefits ROI /return on investment – you may

have heard some or all of these terms.

In my experience there are two reactions to this word - either ‘oh yes benefits!’ with a

smile and a glance that says this is all so simple (and a nice, fluffy positive term), or

the alternative – people shying away, sometimes wincing because they have been

badly burned by a past experience and exiting stage left on MS Teams.

I wholeheartedly wish there was a different term for this speciality as part of formal

change management, so I try and differentiate it into three distinct areas to help

others understand it more:

• Benefits - in the generic meaning of the word (regularly confused with

measures – the items you track and monitor to demonstrate that the benefit

has been achieved). Unfortunately, when benefits are informally discussed,

not captured and agreed (i.e., through benefits mapping or workshops) they

end up becoming a circular never-ending conversation with little progress.

• Benefits in Communications – narratives or bullet points shared to obtain

staff or customer ‘buy in’ with a change initiative and in understanding how it

affects them on a 121 basis (so within the NHS there are numerous recent

publicity campaigns along the lines of “these are the change that will affect

you as a nurse/ administrator in 6 months when X goes live” etc.)

• Benefits ROI (Return on Investment) – what benefits and dis-benefits were

expected and detailed in the original business case – and who they need to

be reported to, and by when and how, as part of a formal return on investment

– and developing this approach for the full lifecycle of the change – ideally

from inception of the change proposal right through to post go live and into

business as usual (or at least to formal handover to a day to day benefits

owner)where the scale and scope of this can be scary.

For me this third area is the one least fully understood within the NHS, in terms of

both experienced practitioners and given the maturity levels of understanding of true

benefits compared to some public sector organisations – all totally understandable

based on NHS history and culture to date – but where equally those other

organisations and the wider civil service don’t face the unique challenges of

healthcare – with its focus on delivery, combined with intense financial pressure

alongside patient-centric priorities and all coming under intensive scrutiny.

So that sets the stall, or at least a little of it, for my continuing blog, please tune in if

I’m speaking your language, as the best is yet to come (yes, I am quoting BTS).