Managing a Portfolio of Transformation Projects
A large charity had a very unstructured approach to the selection and initiation of transformation programmes. Each was looked at individually, without reference to the impact on the wider organisation and the consequence was an organisation with change going on simultaneously in all of its core operations and, unsurprisingly, struggling to provide the management capacity to oversee and direct this volume and spread of change. Fractal provided expertise to help the charity design a portfolio process and prioritisation criteria to bring strategic alignment to their portfolio of transformational change.
Sequencing transformation through time
A global pharmaceutical company had a massive portfolio of IT-enabled change. This included a cyclic refresh and upgrade of underpinning infrastructure, and demand for new applications and application enhancements. In total, the cost of requirements exceeded available budget. Our consultant designed a portfolio process and prioritisation criteria which enabled the competing demands from different functions to be assessed for business impact, and ensured that necessary investment in infrastructure didn’t get squeezed out. This required phasing capital and revenue investment over several years, with careful definition of the dependencies between investments, and ensuring an even pipeline of benefits delivery to the organisation, aligned to business priorities.
Benefits of Partnership for Patient Health
An NHS trust had an ambitious agenda to integrate patient care, adult social care and lifestyle counselling for patients with long term medical needs in a deprived inner city area. It was, of course, critical to validate that the benefits to the patient of a single coordinated service at the point of use was worth the investment to deliver it. It was also important to ensure that the distribution of costs and the subsequent delivery of benefits across the different service providers was understood by all before the transformation programme took place. Our consultant took the stakeholders through a thorough benefits definition approach, to build shared clarity on the outcomes of the programme, and to reach agreement from all the service providers on the nature and timing of their contribution to the new integrated service for patients.
Grounding Benefits Definition in reality
In a large biopharmaceutical company, many high cost transformation programmes were initiated with an insubstantial business case, where the expected benefits were written as aspirations rather than demonstrable outcome from change. Fractal brought its benefits management methodology through a blend of training and programme consultancy to ensure that the programmes each had a validated set of benefits statements and a clear model of change to deliver them.