So, we are looking so much forward to spend the next hour with you presenting our key takeaways and findings from the most recent report on benefit-report. on benefit-revisation and how you can transform your organization. I hope that we had the chance to grab a big cup of coffee because the program we have for you today is going to be a little bit like a roller coaster. We're going to present around one hour and then there will be time for final questions. But along, you can just also write it in the chat, then we can enter them. I'm Maja and I'm an actor and I'm an actor. I'm an actor and I'm an actor and I'm a part of the benefit team here in Implement and also part of providing data and insights into what we experience making a difference out there. And with me today, I have Rasmus. Yes, my name is Rasmus Rydder. I'm with Implement like Maja. I've been here for 11 years. I'm heading our strategy execution and benefits realisation team. And benefits realisation is more than just a day job. For me, it's my passion. So sometimes I also spend some time on holidays, weekends, evenings writing books about it. And yeah, so I'm always super happy to get a chance to talk about it. So I've been looking very much forward for today. Yes, Rasmus, he is a true nerd and we love him for that. And why are we here today? That's because both of us are curious about the gap that we see between strategy and the benefit realisation of the transformations and the programmes and projects that drive them. And how can we close this gap to realise even more benefits. So that's the aim for today to talk about how can we close this gap and what is a great case for change. And we have a great programme as you see here. We will start talking about the ambition and the survey and the report and then we will look into the key findings. And on top of that, talk about what behaviour and capabilities are needed to change. And in the end, we will wrap up, have the final question. Thank you for being here. I don't know. And we will wrap up, have the final question. But you're also very welcome to ask questions along the way. Are you ready? I think I am. Woo hoo! Great. Well, for more than a decade now, we've been helping customers realise more benefits. And there is something going on. We have seen a change over the last 10 years because benefits or value or impact is taking up more space in conversations in most organizations. We've also seen some organizations do something, and we've seen a few organizations really do a lot in order to implement a structured approach to both benefits realization and change, and those organizations are creating more value. However, if you are nerdy about the benefits realization, and if you are a little bit concerned about the enormous amount of money and time that we are just leaving there on the table when we are not really realizing our benefits potential, we also get the feeling that even though we're moving forward, it's only slow. And so about a year ago, we discussed, you know, could we do something in order to sort of accelerate that change? And what we came up with was that since we already published a couple of books on the how, then maybe we should spend some more time on the why. And that is why we decided to try and present a better case for change for you to use when discussing should we do this or not. And the two elements that we believe is crucial to get a good case for change is one, that we could create some clarity on, you know, what's the situation right now? How does it actually look? How many benefits are we realizing at the moment across organizations? And then the second one was, we were super curious if we could identify specific capabilities or even behaviors that were driving benefits realization. And maybe also sort of identify a few that really didn't. And we felt quite sure that our hypothesis number two could be fulfilled because we've been asking, you know, how are you doing question a lot of times during the last decade and the response we get is usually a little bit mediocre. And the same thing about the hypothesis number two. Well, we were in a bit of a different situation there because we felt that we had a good idea about what made the difference and what didn't, but still we couldn't know for sure. But there was something in this hypothesis number two that was super intriguing because if we could define a set of behaviors or capabilities that really make a big difference, then we would also be able to predict in a sense if a change project or program or even a transformation would be successful or not. Because if they had incorporated these behaviors or capabilities, then they would be successful and otherwise probably not. And we found at least, we found that super intriguing. And so we decided to do a survey and that's the results of this survey is that we will be presenting. But before we jump into some of the main conclusions, then we'd just like to sort of share some of the survey demographics with you. And as you can see down here in the bottom, we had 145 people who were kind enough to actually enter our survey. So if you're one of those people, thank you very much. They were distributed like this across different sectors. The vast majority, 80% in the private sector, 13% in the public sector, and 7% in other sectors. And we felt that maybe the public sector was a little bit underrepresented. But since we got sort of the same type of results across sectors, and we had a report from the daily state auditors a couple of years back about the beneficialization in the public sector that pretty much matched our findings, then we felt we were in a good place in terms of sectors. Then there's, of course, people with different roles answered the survey. 26% were either executives or managers. 59% were program or project managers. And then there was 15% who were team members or had other titles. And finally, finally, most of the people who responded to our survey came from very large organizations, and that is organizations with more than 1,000 people employed globally. And so with those results, we felt that we could make a conclusion about making any moderation for demographics. So, so far, so good. And before we jump into the results, and before Maya will share some of those, then we just need to spend a little bit of time on the statistics, even though I know that some of you probably think that statistics are super boring. We have to spend 30 seconds here because the data is just so good. So we just need to share that with you. So we just need to share that with you. And basically, what we are doing in terms of statistics is that we're comparing two datasets. Data on behavior and data on how many benefits are you actually realizing. And what we hope to see is that a specific behavior is driving benefits realization. And in order to make that conclusion, we need two things. We need to have a significant correlation or relation between the two datasets. And then we need some theoretical or empirical evidence that it is actually the behavior that drives increased benefit realization and not the other way around. And for the data part, the correlation was amazingly strong, really amazingly strong. And that was frankly a big surprising to us, but super great because that really gives a lot of value to the data we will be sharing in a moment. And for the theoretical or empirical part, then we have, well, a couple of books and a lot of case work with maybe you or other customers that indicate that the relation is that the change behavior create results and not the other way around. So with that, on that happy note, on those statistics, maybe Maya, it's time to show the first data. It is. Yes. So now it's time to look into the data. And we have been looking so much forward to show you this. We'll start with like the key question about, okay, how many percent of the benefits potential are we realizing out there? And it doesn't look that good. When we saw this for the first time, we were a little bit in doubt. Okay, what is worse? Is it that around one out of five realize less than 20% of the benefits? Or is it that 3% realize the benefits potential? Only 3%. Yes, only 3%. And if we take the people who don't know and distribute them like we see at the others, then you can say it's only 1 out of 4 who are doing good. And 3 out of 4 could actually just take their business case, divide it into 2 because they're not going to realize the benefits that they're aiming for. So we have a problem here. We have a problem. And I think what we were then super curious about is what are the key behaviors or capabilities that were actually driving benefits realization. And when we designed the survey, we need to come up with behaviors and capabilities that we wanted to test. And we ended up with these three key areas. We're going to test. And so we're going to test. And we're going to test. And we'll see you next time. We'll see you next time. Bye. Bye. Bye. Bye. Bye. Bye. Bye. Bye. Bye. Bye. But it seems to me that we're almost there. So what do you think about the results, Maya? It looks a little bit like the one we got in the survey. It does, yeah. Yeah. But actually, it looks a bit higher than what we are normally seeing. So maybe there's some of the experienced benefit managers out there who are joining in today. So but in any case, it's good to see that maybe this crowd is a bit above average. Yes. We have another question for you that will pull up now. And that is, what parts of the benefit recreation are causing this result? And here, I actually believe that you can vote more than one on one thing. Yeah. Interesting. Yes. So far, it's the program and project maturity. So far, it is. So far, it is. But let's see. I know it's a little bit more difficult for you who are using your mobile phones. But please, I hope you have the opportunity to jump into menchie.com and use the code. For you who are watching a screen and can scan it with your phone, then it's a bit easier. Okay. But I mean, I would have thought, I would have guessed that it had been mostly sort of the project and the program maturity. But we have a sort of a pretty even distribution, well, mostly in the project and program maturity, but also a lot on benefit ownership and benefit driven procession. Yeah. And we are super curious about this. So if you have more to add or more questions, reflections, please just add it to the chat. Then we can take it. Great. All right. But I guess it would be interesting to dive down into all these topics. So fortunately, that's also what we have planned. Yes, it is. Woohoo. Great. Great. All right. Then, I know this is a bit busy slide. And so please bear with us a minute. But sometimes the answer to something is not just sort of an easy tip or trick. Sometimes there's a bit more to it. And in this case, that's the situation. What you see here is the benefit driven change model. And it's basically the backbone of how we approach benefits realization. And it basically shows you what we need to do in order to succeed at the project or program level. And what you see down here is a super basic project model, including an analysis, execution, and realization phase. Your project models are probably a lot more advanced, but we're trying to keep it as simple as possible. And so what we really want to highlight here is that there's a job to be done from the very beginning of the project to the very end of the project in all three tracks. So you probably are very familiar with the technical track where we produce IT systems or products or services. But there's also a job to be done in the change track, in the technical track throughout the entire lifespan of the project. And then when we are done and the organization is working in a new way and we close the project, then there's still a task in the benefit track to actually monitor whether we are on track or not. So that's the basic idea. And so if you're wondering why the project and program maturity part was unfolding, then this model is the answer. All right. So now for the data part. And we will start down here in the bottom in the technical track. And what we have down here is actually very positive because when we ask people, how are you doing in terms of producing technical deliverables, they actually asked that or responded that 81% is either good, successful, or even very successful at producing technical deliverables. And that is great news because your ability to produce technical deliverables has a significant impact on the benefits you realize. So in that case, one down. We were also curious about other things in terms of technical delivery. And as many of you probably know, there's been a lot of talk about different delivery frameworks, not just recently, but for a long time. And technical delivery frameworks could be safe. It could be Prince2 or some of the hybrid models that are also appearing. And we were super curious if sort of the choice of delivery framework would actually make a difference in terms of the benefits you realize. And the answer to that question was no. It doesn't actually matter which delivery framework you use. And I already got a lot of pushback from this one from when we published the survey a couple of months ago, because there are some, especially people who are working with SAFE, who are really disagreeing on that. But, you know, it's the hard truth. The data really didn't lie. There was not a significant connection at all. However, there might be a connection. And I'm stretching the word might because we can't statistically prove it. But, you know, it looks like that had our sample been a bit larger, then we would probably have been able to prove that it makes a difference if you're using a delivery framework instead of not using any. So, so actually using either Prince2 or hybrid model or SAFE and having a more structured approach to sort of the technical delivery part looks like it makes a difference. So, if you're doing that, then then keep it up. All right. That was the technical part. Now, let's let's move on to to some of the data on change. And we asked a couple of questions about change as well. And the first one was to what extent change management was an integrated part of the way you did projects. And here only 18% stated that change management was to a high extent an integrated part of the way that you do projects. And that is not great because the extent to which change management is an integrated part of the way you do projects. The extent to which change management is an integrated part of how you do projects has a significant impact on the benefits you realize. We also looked at how satisfied you were in terms of your organization's ability to actually make change happen. And 26% answered that to a high or a very high degree that you are happy with the way that you do your organization made change happen. And again, that's also a low number considering that that also has a very high impact on benefits realization. So, there's a good opportunity to get out there and up our game on change management. As you probably can see, when we're looking at what we sort of tested in relation to change, we're more sort of in the capability role rather than specific behaviors. We also tried to test one particular behavior and that was to what extent are you satisfied with the effort you put into actually estimating the change effort. We thought that could be super interesting. And here we got the same response. Only 26% were either satisfied or very satisfied with the effort that you put into to getting a good idea to getting a good idea about what it would require to make your organization change. But it had no impact on the benefits realized. So, I wouldn't say I was disappointed, but I was at least a little bit puzzled. Especially because we also asked, you know, when change management is not really working out, not prioritized or not successful, then what are the key reasons for that? And the first key reason, for not being successful with change was that we underestimated the change effort. And honestly, I thought that was a bit funny. And I didn't really know what I know what I should do with those two conflicting results. And I guess, you know, the data will not help us much. But I think when we do this survey in a couple of years, we will try to sort of put that same question in and see if things have different, have deferred a bit. But the two other reasons were that we either lacked knowledge about what change efforts were actually needed. And the third reason was that there just wasn't enough people with good change management skills in the organization to actually deal with the change that was going on. So, I guess the overall conclusion for the change track is that it would be good to put a little more effort into that part. And then, the final element, the data on benefits and those data just, those data we got back on benefits, they were just amazing. And up here, we tested on specific behaviors. And the first behavior that we tested was, to what extent do you actually do thorough estimation of the data? And then, the first behavior that we tested on benefits. And only 9% of all organizations said that they actually did thorough estimation of benefits in the beginning of the project. And only 7%, only 7% said that they actually would always revisit or update project benefit during the project or program's lifetime. And I guess statistically, many of you would be working in organizations where you're maybe not actually doing thorough benefit estimation and maybe not following up on it along the projects lifetime. And for those of you in that situation, I just have one key message. And that is, get cracking because there's an extreme connection between between doing good benefit estimates and following up on it and linking that to benefits. So if you're not already doing it, then that would be an excellent place to start. I think I already mentioned it many times, so that's because I'm so happy about the results. But all of these behaviors and capabilities that we're showing you here, of course, apart from the delivery framework data, then that has a very, very strong link to the benefits that your organization and the projects in them are likely to realize. All right. There was a lot of talk about the project and program maturity, so I hope you found some inspiration there. Now we will move on to the other parts of the benefit equation. And in doing so, we will just take a step back and look at our transformation highlights that indicates what it is that you need to do in order to be successful. But before we get to the actual framework, then what we need as input is your organization's strategy and the aspirations and objectives that those strategies typically contain. And if you then are successful, then eventually, hopefully, you should be able to realize some benefits along the way. At least that is the idea. But in order to make that actually happen, then the left part of our transformation is about doing the right projects. The right part is about doing the projects right. And so in essence, the left part is about strategic prioritization. Do we have an effective setup for portfolio management? Do we also do mature resource management so we don't launch more projects and programs that that we are that we can actually have people to deliver? That's the left part of the transformation model. And the right part is about project and program execution, leadership and having the ability to do that in a successful manner. And finally, in the middle, we have governance and performance to make sure that everybody knows who has what decision mandates and that we're able to track not only benefits, not only benefits but also other performance parameters on projects. And what we like to do is to look at this as sort of an ecosystem where you kind of need to have a good level of maturity on all of these parameters to actually be successful. And I'll give you a couple of examples on how that works in a minute or so. But first of all, I'd just like to sort of, of course, illustrate that the that the project and program maturity element, of course, belongs up here in the right corner together with project management. The benefit driven prioritization belongs up here with the portfolio management and benefit ownership belongs down here with governance. And what we can see is that if we are not very mature at benefit management in the right side of the transformation model, then we are putting our executives or managers or whomever makes the benefit or the prioritization decisions in a bit of a squeeze because then they won't actually have good data on benefits on which to base their prioritization decisions. And what we can see from the data is that that only 11% of organizations actually have good data have good data to feed into that prioritization process only 11%. And that, of course, makes good strategic prioritization an issue. And the other thing I would like to note you to note here is that in terms of benefit ownership, only 13% are able to engage with senior managers or who may be the right people who may be the right people who may be the right people to own benefits in your organization and get them to lean in and actually commit to owning specific benefits. And both of these elements are again also strongly linked to your organization's ability to realize benefits. So if you are in an organization where benefit ownership is difficult, and you have a benefit management, and you have a benefit management, and you have a maybe not so great maturity on benefit management, which makes it difficult for the portfolio board to do good prioritization decisions, then you are in a situation where you're likely to be part of that statistic that Maya showed in the beginning of the presentation. And so what we would also like to just stress is, that this also illustrates that if you want to make a difference and if you want to really make sure that your organization realizes its benefits potential, then there are several places where we need to make a change. All right. I think now is the time where we actually just sum it up, Maya. So welcome back to you. Thank you. Thank you. And thank you so much, Rasmus. Amazing. So we have been through a lot of data now and a lot of layers of the benefit recreation. Now we would like to show you the full picture. Here it is. And to put a label on it, it is that we settle for technical success and financial failure. Think about that. Say it in another way. Say it in another way, that we are super good at producing the technical deliverables, but we are not good at realizing the benefits that are attached to them. We have a problem here. The big question is what to do about it. And that is, as Rasmus just talked about, is to do project management and program management in another way. If this picture that I show here illustrate how it is in your organization. We ask you to do project management and program management. We ask you to think about if it's time for a case for change, to set up your own change project to start doing something about it. And maybe you remember this slide from the beginning where we shared our ambition with the survey and the report that we have done that was to create a clear case for change. So if we just change it a little bit. like this. Like this. So it's your organization. Then you can use it and you're more than welcome to copy the entire survey, all the questions, but we can also do it short and sweet. So a good case for change in our opinion is that you first of all create clarity about the performance, number one. And then two, get to understand how your organization are performing on the behavior and behavioral and capabilities is part of it. And with other words, the benefit equation that we have talked about, as you see here. We have made something for you here to help you build a case for change. And that is to ask four simple questions. And collect four data points. So maybe next week you can start this process up. asking these four questions. Question number one, to what extent do we do follow estimations of key benefits? Two, to what extent are you satisfied with your ability to make change happen? Three, to what extent are you satisfied with your ability to produce technical deliverables? And then the final question is to get an understanding of the overall realising of benefits. Four simple questions. Four simple questions. Where the three first one is to get an understanding of your program and project maturity. And the last one is to get an understanding of the overall realising of benefits. Then we would like to ask you to combine it with four data points. So look into data and see, okay, how many projects do you have? And B, how many projects have quantifiable benefits? C, how many have written soft benefits? We see that a lot. And D, okay, how many projects have a benefit owner assigned to the key benefits? This is a starting point to get an understanding of where you should start your case for change. That was what we should start your case for change. That was what we have prepared for you today. As a final thing, we would like to have another poll. So we will invite you back to Mentimeter, where we will ask you what part of the benefit of your creation would you like to get to know more about? Where are you curious? So the Mentimeter will come up here. And then vote which part of your creation would you like to get to know more about? And while you are voting, I think it would be proper to say that the idea about stealing a few of the question from our benefit survey was actually made by some of the people who attended our first physical event. first physical event. And by then they had already done it and shared the results with the senior management and in that way made or created awareness about how they were actually doing and so created a space for actually raising maturity initially on the project and program level but eventually on the whole thing. So I would actually, I would just like to mention that people have actually tried this out and it was successful and so we thought that there could be a good idea and something that we wanted to share. But we are of course also interested about who, which part of the benefit equation that we would like to know more about. And it seems like that if you should do some sort of follow up, then it would be a great idea to cover everything because basically you want to hear more about all of the elements. So we'll see what the, what we can, we can do about that. But it's super interesting to see that, that all the elements are interesting and frankly, we totally agree because, because we think that these three elements are just the key to being more successful in terms of benefits, visualization and change. Cool. Amazing. Thank you a lot. Yeah. And then, yeah, and then we actually have some, some time for reflection and questions. I think we are a couple of minutes ahead of schedule. But we didn't have many questions along the way. So if there's any of you who would like to ask a question now, just please write it in the chat and we will answer the best we can. Yeah. But as Steven also asked early on, then we will be more than happy to share the materials with you, both the slides and the actual survey. Yeah. We just give everyone 30 seconds to type in a question. All right. All right. While we wait. We will also just like to mention that, thank you for showing up. And we're so super nerdy about this that if you want to engage with us and if you have a question or if, if, if there's something that you didn't quite understand or want more materials about, then, you know, just feel free to reach out to, to Maya and I. And, you know, we would just love to get in touch. So you can either call us or email us or write us on LinkedIn or message us. We would be, we would be happy to, to, to get back to you. And if you would like to, to dive into some more materials, on your own, then we have a website. It's called implement.dk slash benefits. And there you'll find, of course, the survey, but also videos, a podcast, cases from Novo Nordisk, Norlys, New Credit, and, and other customers who have tried this out, templates to get started on your own. And so there should be a lot of information that would be worthwhile if you feel like exploring more stuff on your own. And then we have a question here. We have a question. Yes. I'm, I can't really see that. Well, it says, how do you see the technical part and project management benefit creation when departments usually work in silos and are not creating the benefits and value accordingly? Well, I think the, the, the, the silos elements here, Francisco is a big part of the, the issue because we need to, when, when, when we design projects, we need to make sure that, uh, uh, there are, uh, people not only sort of from the, your technical organization, but more importantly, from, from, from the business who have a conversation about what value do we actually want to create, uh, and, uh, not only that, but also, uh, how will this, uh, affect our organization? And ultimately, um, what, um, technical deliverables do we then need to, to do in order to create that value? Um, and so we need to have, that common overview and have that conversation in, uh, in, uh, in the, in the very beginning because otherwise we are set up for failure. And so I think my, um, my, my best advice would be to, uh, to, uh, to try and, uh, do a benefit realization workshop. We have a lot of materials about, uh, how that works because that is sort of our way of designing projects to create value. And it requires both people from the business, especially people from the business who can actually, own the benefits, um, uh, be, um, be, um, responsible for the organizational change or at least support it, uh, as well as, uh, people from the, the technical organization to get together and design the project. And that is the, the, the best start, uh, you can get because then you'll have, uh, and, uh, the conversations about what, what value are we creating, what effect will have on the organization as well as the technical part. And that is what you need to, uh, to get off to a good start. That was a fairly long answer, but, but also kind of short, uh, you know, because this is some deep dives into everything we do in terms of benefit realization. So, so if you want to know more, there's, there's a lot on the, uh, on our website and, uh, otherwise feel free to contact either Maya and I. Amazing. All right. Um, I'm unsure if we have more questions, but that is, uh, of course also fine. And we were a bit speedy today. I guess, uh, but, uh, that's okay. Uh, then, uh, I think we'll just say, uh, thank you so much for, for showing up. Uh, we're super happy to see so many people here and, uh, again, just, uh, reach out, um, if you have, uh, questions. And apart from that, uh, enjoy having, uh, 10 minutes before your next meeting and, uh, have a wonderful day. Thank you. Bye. See you out there. Bye.