Good morning, everyone, and welcome to this event predicting transformation, success and failure. Thank you for tuning in this Thursday morning. We hope you sit comfortably with a nice cup of coffee and that you're ready to tune into the insights that we will share during the next 60 minutes. The main purpose of today is to share our key findings, but also insights from the most recent study on benefits realization and our latest thinking on what it takes to transform your organization through benefits realization. It will mostly be us talking today, but we highly encourage you to write questions in the chat and engage with the polls that we have planned along the way. We will do our best to answer the questions as we go along, but we also set aside some time in the end for the questions. It's also important to say we will be recording this session and we will of course share the recording afterwards together with the slides that we will be presenting today. Yes. So today we will be two presenters. It will be me. My name is Maya and I'm leading Implements benefits team. And I've also been driving the efforts to deliver this report and all the great new insights that we've got on this topic. With me today, I have Rasmus, who is a leading expert on this topic, benefits realization and how to transform vision into value. We work together in Implement, focusing primarily on strategy execution and transformation projects and programs. But maybe Rasmus, you would like to say a few words about yourself? Thank you, thank you, thank you, thank you, thank you, thank you, Maya. As far as that, my name is Rasmus. I'm heading up our strategy execution and benefit realization department. And then I'm super passionate about benefits realization and this topic in general. So I'm always super thrilled to be here. And I'm really happy that so many of you have designed to join us this morning. Yes, exactly. So as you can hear, we're both super curious about the gap between strategy and realization of its benefits. And we're even more so curious about how we can actually help close this gap. So that's also why we are here today. On the agenda, we have a few topics, as you see here on the screen. First of all, we will dive into the ambition, but also some background of our most recent study. Then we will introduce what we call the benefits equation. Afterwards, we will dive into the key behaviors and capabilities that we have found to be driving or at least determining whether or not you will be successful in realizing your benefits. Then we will share some practical guidance on how to get started working with benefits realization. And then finally, as I mentioned before, we will have some time for some final questions. And we hope that by the end of this event, we have inspired you with some insights, but also some practical guidance on how you can get started and how you can apply this to your organization. Now, Rasmus will dive into the background and purpose of our study. Yes. Yes. Cool. For almost a decade now, we have been helping organizations realize more benefits from their change projects and programs. And on top of that, we have also been invited in for various reasons to have a look at the development engine in different organizations and how they go about it. And I think we can for sure. And I think we can for sure say that there has been a change over the last past 10 years because benefits, value, impact does take up more space in organizations. And we can also see that a few organizations have actually sort of taken the big step from talking about it to actually implementing a structured approach to both benefit management and change. And that's of course, okay. And that's of course, okay. But if you are, if you're looking at organizations in general, we are progressing only slowly. And if you're a true benefit realization nerd, that is of course, not great. But, but worse than we are actually leaving a lot of money and a lot of time on the table. And there's a lot of customer satisfaction and, and also colleagues, that will never materialize because we are just, we're just not realizing the benefits that we should. And so about a year ago, we were having a conversation about what could we do to sort of gently push or accelerate the change towards realizing more value. And, and since we've been working a lot with the how, among other things, writing a couple of books about it, then we thought that maybe we're going to be able to do something. maybe it was time to focus a bit more on the why. So, so when discussing that further, we, we, we, we, we sort of defined an ambition that says that we wanted to provide a more clear case for change for organizations who really wanted to do something about this. And we also quickly agreed that this case for change should include two things. One, we need to create some clarity on performance. We have a God feel about performance and that we're not doing too great. But we needed to be really certain. And what we also needed to be certain about is what actually drives benefits realization. So, so, so, so we also set out to sort of figure out what benefits, what behaviors and capabilities were crucial. And, and, you know, especially when looking into sort of hypothesis number two, that was, that was really intriguing, because we thought of, had an idea about what was the sort of, what behaviors, what behaviors and capabilities were actually driving, uh, better, uh, benefits realization. But, uh, but if we actually knew for sure, then that would be super intriguing, because in essence, that would enable us to actually predict whether a specific project, program or transformation would succeed or fail. And we thought that was super interesting, and so we decided to, uh, to do a survey and we, we have so much data and, uh, that we, we have so much data and, uh, that we, we, we have so much data and, to, uh, that we, we, we, we have so much data and, The quality of the data is really something. So before we jump into the actual results, Maja will just talk a little bit about the actual statistics behind it. Yes, exactly. Thank you, Rasmus. So before diving into it, we just wanted to share, first of all, some demographics around the survey, where the data comes from. And first of all, we collected data from 145 people coming from across private, public and third sectors and more than 10 industries and 10 different functions. And when we look at it, the majority of the responses are coming from private sector. But we did some split testing and we would test across the different answers, the different people coming from the different sectors. And we found that there are no sort of large variances across the answers of the different sectors. And we therefore felt confident in saying that the results apply across the sectors. When we look at the role distribution, we have primarily people coming from a program or project management roles. But we also have 26 percent here coming from executive top senior first line management roles. And then we have 15 percent of people actually being on the project team or in a similar role. When we look at the size of organizations that people or the respondents came from, we have the majority of those coming from very large organizations. And that is what we define as organizations with more than 1000 employees globally. So in sum, we feel confident based on this distribution that our conclusions could be made without any reservations for the demographics. So that was a bit about the demographics. And now I will tell you a little bit about how we actually came to the conclusions that we did and how we are so certain that this applies in a statistical way as well. So when you want to compare two factors and you want to conclude on a cause and effect relationship, you have to be able to say that it applies with a with an amount of statistical certainty. And when you want to conclude on a hypothesis. And when you do that, you need two things to be true. First of all, you need to be able to test your hypothesis and see that you have some statistical, significant correlation. That is that the relation between the two factors that you are testing for actually has a minimum of 95 percent significance level. Also, what you need is theoretical and empirical evidence, meaning that if you do, if you say that something has a cause and effect, relationship, relationship, relationship, relationship, relationship, relationship, relationship, you need to be able to back it up by theory, but also some empirical evidence out there. And when we did that, we were so lucky that we actually found in most of our cases when testing our hypothesis, that we found 98 percent significance level in testing the correlation between some specific behavior or capabilities that Rasmus just said versus how well you performed on benefits realization. So we actually found that to be true. Also, we have more than 100 customer cases from former engagements with clients. And we also have three books on the very topic. So we feel quite confident in saying that this applies. Yes. Yes. So that was a bit about the methods and the data where it's coming from. And now we will actually dive into the first point, the first key finding that we found from our survey. So we were super curious to see, as Rasmus just mentioned before, whether or not our sort of hypothesis number one was actually true. So the hypothesis number one was that we think that only a fraction of the potential benefits out there in organizations are realized. What we mean by this is that we actually think that most of the value is left on the table. So we wanted to test that. And we did this by asking the question, which is here on the screen on the left hand. So overall, what percentage of the benefits potential do you think your organization is realizing? In your change projects. We asked this and we were, of course, super curious to see if this was similar to the answers that we normally get. We've been asking these questions many times before at former client engagements, but also at former events. And when we got the result, unfortunately, we saw that the same picture actually applied. So what you see here on the screen is the key finding from our survey. So as we see it, what you see it, what you find here is actually that if you conclude on it, 63% actually find themselves to be realizing less than half of the benefits potential they have identified from programs or projects in their transformations. I'm just going to repeat that again. So if you put the two most green brackets here together, you find that 63% of everyone we've asked actually find them to be realizing less than half of the total benefits potential. When we talked about this result, we didn't know what was actually worse. Was it that almost one out of five organizations realize less than 20% or was it that only 3% actually find themselves to realize more than 80%? So only 3% find themselves to be up there in the list, more than 80%. If we also assume that the 14% here who answered don't know if they were following the same distribution across, so being in the lower end here, if we assume that they did that, what we can conclude is that one out of four organizations are actually doing okay, but almost three out of four organizations are actually doing okay. But almost three out of four organizations are not. So three out of four organizations has a huge potential to actually improve their benefits realization efforts, but also have a huge potential to actually go out there and realize even more value from all the projects and programs that they're doing. So this was about a little bit about the current situation overall. And now Rasmus will take you through the next part, which will be where we dive a little bit more into the specific capabilities, but also the specific behaviors that you or that we have found to be determining whether or not you will be successful in realizing your value. Thank you very much, Maja. Taking a closer look at hypothesis number two, we needed to figure out, okay, what is it that we want to test in this survey? And to get an idea about that, we took a look at the benefits equation. And that states that the benefits realization is determined by three overall factors, project and program maturity, benefit ownership, and benefit driven prioritization. And that is that we actually enable executives or senior managers to make portfolio prioritization decisions based on credible benefit data. And I think project and program maturity, and program maturity, and program maturity, and program maturity, and program maturity. And I think project and program maturity deserves a little unfolding because when we are talking about project and program maturity, we're not only talking about the technical delivery aspect. That's also very important, but we need to also include benefit and change management. So when we are looking at that maturity, we are looking at both benefit management, change management, and technical delivery, and technical delivery. When it comes to ownership, well, that involves your ability to actually mobilize senior managers or executives and actually get them to commit to benefits. Because if you do not manage to get anyone in the leadership layer in your organization to actually commit to a specific benefit, then changes chances are that you won't realize or at least won't realize all of it. So that is also a critical aspect. And just touching upon a sort of benefit -driven prioritization once again, well, that doesn't mean that you can never have a quote-unquote strategic project where you don't really base your decision on whether to do it or not on a firm business case. It doesn't mean that compliance projects doesn't exist anymore. But what it means is that if you want to maximize benefits across your portfolio, there's no way around doing it but having firm data on what benefits can we expect from each and every project and program. And so if you want to really succeed with maximizing benefits across your portfolio, then that's what you need. And just before we move on, I think the last important point here is, and the reason why the statistics Maya just showed you was so horrific, is probably also because that these things are interconnected. And that means that even though you want to do benefit-driven prioritization, if you're not good at benefit management, then you won't have the data to actually do that. And you might be great at benefit-driven prioritization. And you might be great at getting leaders in your organization to really commit to benefits. But if you are not great at technical delivery, you won't realize the benefits either. And you might be good at technical delivery and getting your leaders to commit to benefits. But then if you're not great at change management, you're still in trouble. And so the interlinkage is, of course, also a big reason why we are we are seeing the statistics that Maya showed. And so the key point here is that you really need to press all the buttons if you want to, on an organization level, get as much value out of your delivery engine as possible. All right. Now, that was a lot of talk from Maya and me. I think what we would like to do now is to ask you a couple of questions. And so what you will see is that there's going to pop up two polls in the chat. And so please have a look at those. The first question that we want to ask you is the same question that we have been asking at almost all the events, as Maya also mentioned. And that is, you know, overall, how many percent of the benefits potential do your organization realize in change projects? And so what we would like you to do is just to go out in the chat and then indicate, OK, do you believe that you're realizing less than 20 percent of the benefit potential? Is it between 20 and 50 percent? Is it between 50 and 80 percent? Or are you sort of in the high scoring part where you actually realize more than 80 percent of your benefits potential? So please go out into the chat and ask that question or respond to the poll. And while we're waiting for the numbers to tick in, then maybe there's time for me to just share a fun fact, because a couple of years back, I was doing some events with our behavioral design expert, Max Haskin. And every time we did this question, he would tell me that, Rasmus, you are cheating. You are cheating because you are biasing all the great people out there to actually vote lower than they would otherwise. And while the survey and the results of the survey were super depressing, there was one good thing because I could finally prove mass wrong, because what we saw in the survey was exactly what we have seen before. So at least there was one good thing about that statistic. But I think if we now look at how things are looking in your end, I'm just leaning in here to see the result, then we can see that actually 70 percent of you say that you're in the 20 to 50 percent bracket and 15 percent is in the less than 20. So on average, 75 percent of you out there are actually realizing less than half of the benefits potential. So I guess, you know, that's of course not good. But the great thing is that you're kind of average on that. The next question that I would also like you to respond to is that now you've seen the benefit equation. And I was just a little bit curious about, you know, for all of you who are not doing great in realizing your benefits potential, what is actually causing this? What is the most important reason? And many of you probably want to click both the project and program maturity, benefit ownership and benefit driven prioritization. So at least some of you will. But you can only pick one. So if you could pick, you know, what's the what's the key reason for why we are we are scoring this low, then then that would also be great. Hmm. Yeah, just waiting a little bit for the the results to to take in. And I can see. Hmm. Hmm. It's benefit ownership that is leading the way at the moment. So benefit ownership. And that is, of course, getting your leaders to actually commit to benefits. And that's I'm I'm happy to share that, you know, you're not the only ones who are struggling with that, because that can be, of course, a problem. And I think for this particular case, there's there's no way around actually doing some some legwork to to actually make sure that that first of all, if it's the first time you do it, then let people know that if they actually lean in, they won't get their heads cut off if they're not exactly right. But but, you know, there'll be praised for actually leaning in and taking some some ownership of this. Cool. All right. That's enough about the polls. Thank you for leaning in and helping us figure out where you were. Now. The next couple of slides are going to be a little bit text and a little bit numbers heavy. So so I hope you'll forgive us for for being a little bit nerdy here. Just it's just that sometimes the answer just isn't a one line or a trick. And this is this is one of those situations. We're going to have a look at project and program maturity and to get us sort of in in the right stage for for having a conversation about that. I would like to introduce you to the benefit driven change model. And this is actually the backbone of the last couple of books that I that I wrote. And basically what this model says is that throughout the project or program lifetime, there are three areas where you need to put in an effort. And that is, of course, in the technical track, as all of us know and love. But there's also a change track and a benefit track. And the key point here is that there's a job to be done in all of these three tracks from the very beginning to the very end, apart from the benefit track, where we also actually want to track after the project is over, whether we actually realize the the benefits that we we hope to. And and so if you are wondering why there are that there was three elements beneath the project and program maturity, and it said benefits change and and the and and technical stuff, then this model is the reason for that. And that is also the model we we used when we wanted to ask questions about performance in terms of project and program maturity. So here comes the data. I hope. Right. Right. Okay, so we are going to start out by looking at the technical track. We are going to start out with something positive and there's actually something positive to say about the the the technical track and the technical track. Well, we asked, you know, how good are you actually at producing deliverables? And it turns out that most organizations are if not excellent, then still pretty good. And that is actually great news because your ability to actually produce deliverables has a significant impact on the benefit you realize. So so so so so so many of us are good at that. That's important. So we just need to to keep that up. Apart from that, we were also super curious about different delivery models, because there's been a lot of talk about the safe and waterfall like Prince two or hybrid models. And we were super curious if the use of one of these models are the technical. models were better than the other models were better than the others. And the answer to that question is no. None of these models perform, you know, really better than the other ones. So so we can't really say that Prince two is better than safe or if they are better than better or worse than hybrid models like, for example, implements a half double model. But but but what we what we what we can almost say, I mean, what we what I think we could say if we had a a bit larger population is that it's better to have a delivery framework than not to have anything at all. It's not statistically significant. So so it's not out there as a as a conclusion, but it seems like at the population size been a bit a bit higher than having a delivery model is a lot better than than not having one. And then there's actually another fun fact because we also asked, you know, what was the purpose of your last change or transformational project? And and what they and the response was that 63 percent believe that the purpose or at least part of the purpose with their last change or transformation program was to build a system or a process or a product. And and and, you know, and, you know, we truly believe that that can never be the purpose. The purpose is that that's the mean and not the end. So so the so the purpose can be to create value or have some strategic impact, but never just to deliver a thing. And I think that sort of says a lot about that a lot of people are still in a mindset about projects and programs has to do with delivering technical stuff. And we need to change that. So if we have a look at the change elements, then we also ask some questions about change and the the first one was about change management and whether or not that was an integrated part of the way you actually do project management in your organization. And what we can see here that is that the 18 percent actually has change management as an integrated part of the way you do projects. And that is good for those 18 percent of all organizations because that has a significant impact on the benefits you realize. And and similarly, we can see that the 26 percent are actually satisfied with your organizations or with their organizations ability to make a change happen. And that is also important because that also has a significant impact if you actually realize the benefits or not. But as you can see, what we have here on the change track is mostly sort of in the capability realm. It's not sort of super specific behaviors. And we actually wanted to test super specific behaviors as well in terms of change. And we came up with testing the effort that you put into estimating the change effort because we thought that, you know, that must be a good indicator of change maturity. And it turns out that we could certainly not conclude that having that specific behavior led to more impact or more benefits being realized. Not at all. That sort of the correlation was way off. And I thought about that and I thought that was a bit strange. But then we after that we looked at we also asked the question about, OK, when when change actually fail or is not successful, what's the key reason for that? And the number one reason is that we underestimate the change effort. And I must admit, Maya and I spent some time figuring out, you know, what what's that all about and how how do those two data points interconnect? So and and and and honestly, we haven't really figured that out yet. So so at least for now, so the plan is to ask the same question again when we do this this survey again in a couple of years. But if you have good inputs to to to to how we can measure or what benefit or what change behaviors to to test, then please feel free to to share it. I can also see that we might have a few questions and I'm sorry for leading down here, but otherwise I can't read it. The meta is asking, how do you measure project and program maturity using the three parameters as mentioned? And what we did was to to to to to to either pick some some specific behaviors as with the benefit behaviors that we're going to show you in a second or capabilities that represented maturity. So that's how we went about that. And then Nina Nina is asking, how do you define technical? Many of the supporting changes needed to realize benefits are not technical. It can be legal arrangements, it can be legal arrangements, change of procedures, etc. And that is that is also that is also true. And I think all all those things that that are in in that realm, we consider as as part of the the the technical track. But but so the key elements in the technical track is is often either a new IT system or a new process or a new product. So so that's that's why we use that. Okay, thank you very much for the point. And we're going to have a look at the benefit track, and we just have the most magnificent data about benefits and behaviors from from that track. And the first one, the first specific behavior, we tested on the benefit track was the thoroughness that was the thoroughness that went into estimating benefits. And only 9%. Only 9% say that they actually do 30 thorough estimates of of benefits. And that's great for those 9% of all organizations, because that has an extremely high impact on the benefit that you realize. But but it's of course not the it is of course less great for the 91% of all organizations that aren't really that thorough when they estimate benefits. And the reason that we are picking this out. And because we think this is so important is that this is actually the foundation for benefit management throughout the project lifecycle. So if you don't really get this right, then then the rest is going to be difficult. But the next behavior we also tested was that you know, if you do at least some estimation of benefits, what do you do with it along the way or throughout the project or the program? And then and and what we got here is that seven, only 7% actually revisit and update projects, project benefits during the project or program. And that is also a super low number. And that actually means that if you if you do, if you do do some estimation of the benefits, then the most likely thing to use that for is to get the project approved. And then you'll put it down in some drawer somewhere, and leave it in the next step. And then you'll put it there for the rest of the project lifetime. And that is of course, not a great thing to do if we actually want to continuously monitor whether we are on the right track and use expected benefits realization to to turn left or right in the project. And then the last thing I'll just say I think maybe I said it 20 times when I walk through this this slide, but then all of the behaviors and capabilities on this slide has a significant impact on the benefits that you realize in the organization. So if you press those buttons, then that would then that will make a difference. All right, that was almost it for the project and program maturity part. So, so, so what we are going to do now is that we're going to take a closer look at benefit ownership and benefit driven prioritization. And in order to, to do that we're going to do that we're going to take sort of a closer look at implement transformation model because we're going to use that framework to sort of help us step into the helicopter and get a more overall view on prioritization and ownership. And when you look at the transformations, the input or having a great transformation model, the input that you want is that you want to to you want to have a perfect transformation models that are portrayed by the approach to underlying opportunities are you willing to introduce the two major areas. The first one is doing the projects right, and the second one is doing the right projects, and the second one is doing the projects right. And so the left part of the transformation model is very much about strategic prioritization, and the right part is very much about project leadership, execution, and learning. And so if you're going to just match and to keep those things together, we have governance and performance. And if you just want to sort of link that transformation model to the elements of the benefit equation, then it looks like this, because project and program maturity is, of course, over here to the right, linked to projects and program management. Benefit driven prioritization is up here to the left with portfolio management, and benefit ownership is down here underneath governance and performance. And so to the left, when we're looking at portfolio management, we want a structured process to make sure that we prioritize the right projects. And for that, we also need some input about resources, because we need to make sure that we don't launch more projects. projects than we actually have a capacity for. But what we of course also want is to have good benefit data on which to make these prioritization decisions. And if we just take sort of a sneak peek at the data points, then we can see that only 11% use credible benefit data for prioritization. And as you probably have guessed, it's not because everybody has great data about benefits, and just choose not to use them. And so, if you want to use it, it is, of course, because that only 11% of organizations have sufficient project and program maturity in terms of benefit management that would actually provide executives or managers with good data on benefits when they actually prioritize data. And that is great, again, for those 11%, because if you actually have good data on benefits realization, then that has a significant impact on the benefits you realize. And similarly speaking about the benefit ownership, it was up there in the poll a couple of minutes ago as one of the key challenges. And it is a challenge in many organizations, as you can see, because only 13% has ownership of key benefits in all projects. And as we also discussed, this is, of course, really a challenge, because if you cannot get anyone in your own projects, you can't get any benefits. organization at the leadership level to actually own benefits, chances are that you won't realize at least the full benefits potential. And in previous events, we have covered, you know, what does it actually take for us to change the way we go about transformation and change projects. Mai will also touch upon this later. But what we can see is that it's, you know, the change in the left part of the model is not actually that great, because it's not difficult to persuade people to use better data on benefits when they prioritize. I mean, that that that's the very, very small change. But the changes to the left and the center can be substantial. And we covered this in several other events and videos we will be sharing as in the end of this session. And there's also some good cases from for example, Norluz and and Novo about how they went about this change. But I think, you know, there was there was a lot of data, Maya. And maybe it's time for you for us to invite you back on stage and help us get the full picture. Yes, thank you. Yeah, so a lot of data has been gone through now. And what we want to is to sum it all up and give you the full picture. So when we're looking at the full picture, what we what we can say or what we can conclude is that we tend to settle for technical success and financial failure. So what do we mean by that? What we mean is that as Rasmus shown before, we're super good or at least many of us are very good at deliver, deliver technical deliverables. So for instance, that IT system, we're super good at that. However, realizing the value or the benefits attached to those technical deliverables is not looking that well. So the big question now is and what we what you're most likely also thinking is that what's next? And how do we change the situation? How do we become better at realizing all the value out there? What we believe is that we need to change the way we do projects and programs, we simply need to change the way we work with benefits realization in a structured more a structured way. So doing so is of course, we we help clients, we help clients, we help clients, we help clients and we help clients and we know for a fact that this is not an easy task. And from our experience, what we have learned at least is that it really helps if you look at this as a change in itself. So if this picture on the screen here somehow reflects the situation in your organization, and you find yourself being a or at least you want to become better at realizing the benefits or work with it more structurally, we suggest that you look at benefits realization, benefits realization, implementation of that practice as a change in itself. But how do you start to change? You of course do it as you would normally start by your change projects. You start by building a case for change. And this would, if you do it in the right way, you would be able to mobilize your organization, you would be able to get your sponsors on board, and you would also be able to in the end hopefully change the way you work. So what do we mean by case for change? This slide, you might remember this from the very beginning, Rasmus showed it to you in the first minutes of this session. And what we presented was our ambition, why we went out there and did a survey and why we were so curious to see the results. Because we wanted to create clarity about the performance around benefits realization performance in organizations as of today. But we also wanted to be more clear on what is actually driving this performance. So what is key behaviors? What are key capabilities that you need to be able to strengthen your performance on benefits realization? So that was our case for change. And we believe that you could actually go out there and use this in your own organization if you just change the wording a little bit. It could maybe look like this here on the screen. So what we suggest you to do is to simply start creating a baseline for your situation in your organization right now. So first of all, you go out and you create some clarity on your performance in your organization as of today. So how are you doing on benefits realization? But also, secondly, what you do is you create some clarity around how your organization actually doing on the key behaviors and the key capabilities that Rasmus just mentioned, how are you doing on those aspects? And if you remember it, this is the benefits equation. So what we actually suggest you to do is go out and get some clarity on the parameters here below. So first of all, the general aspect, how are you doing overall, but also how are you doing on project and program maturity? How are you doing on benefits ownership? And how are you doing on benefit-driven prioritization? So we've brought them today. So we've brought them today. And this is of course our suggestion. So please feel free to personalize it, to fit it to your organization. But what we suggest is that you ask four questions and you collect four data points. It's very short and sweet. And that's hopefully what we can provide to you as a very practical guide to get started. So first of all, the four questions are, what we, what we at least see working out there is that you go out and you ask, to what extent do you do thorough estimates as Rasmus just mentioned before? To what extent are you satisfied with your organization's ability to make change happen? To what extent are you satisfied with your organization's ability to produce technical delivery? So that is the IT system or the processes? And how many percent of the overall benefits potential do you think our organization is realizing in change? Whatätisten wir landscaper area? Wärson师 schon fato!' fékk jaютite mitkäk httopitvipäk srtf sf. Sat What's out there? Do you have the overview of that? That's the first point.어야 Sos haens Then you can go out and you say, okay how many of these projects do it actually have quantifiable benefits attached to them? With that we mean what benefits are actually measured by their product or specific impacts? So how can you quantify whether or not you're on the right track? Then you also go out and you ask how many of those or you figure out how many of those have written benefits that is more soft, written benefits that are a little bit harder to measure. And then you also get a clarity on how many of the projects do actually have an assigned benefit or value owner attached to them for key benefits. So what we mean here is, as Rasmus just said before, how many do actually have someone in the leadership group or in the sponsor group saying, I own this benefit and I'm going to do my very best to ensure that we actually keep on track and that we realize the benefits in the end. And by this, you would be able to hopefully create a baseline that with these data, you're not only making it possible for yourself to get insights on ownership, but you also get clarity on the number of projects with your benefits that have quantifiable benefits. And you're also able to say, okay, how, to what extent are we actually able to do good estimates? What you're also doing is that you are creating at least a very, very good foundation for your senior management for making this benefit-driven prioritization. So when you are prioritizing in your portfolio, you're able to say, okay, we actually, we're driven by the benefits. We're not driven by projects that we just think are good to do. Yeah. So these are some very low practical questions and data points that we suggest you to go out and take home to your organization and go out and create this case for change. Yes. All right. I am just going to check the chat if we have more questions coming in. I don't think so at the moment. So we're going to move on. So this was a bit about the insights and the key findings that we've brought to you today and also hopefully some practical guidance on how to get started. What we're super curious about is what part of the benefit equation would you like to know more about? Is there any of these parts here that you find super difficult to understand or at least super difficult to go out and practice in your own organization? We would love to hear that. And we're asking both in terms of when we have to design our future events, but also when we're designing our future sort of studies here in implement and what we need to be extra curious about. So now we're going to open the poll in the chat for the third time and please go out in the chat and answer this question. Once again, you can only choose one. And if you want all of them, that's just too bad. But you can choose one of them and hopefully you would select the one that you find the most interesting part that you would like to know more about. So I'm seeing some votes coming in here. And what we see is actually that the benefit driven prioritization is in front here. And that's not unusual. What we normally see in organizations and from engaging with clients. that is a super difficult to do in real life. And we're taking that into account. Also, people just want to know more about benefits realization overall. That's great. And we can say with confidence that yes, we will be back with some more general on benefits realization. Great. The ownership is also coming into play. That's good to see. Okay. Thank you. Thank you very, very much. Now, Rasmus, you can come back here. Thank you very much. And we have time for some questions. We have time for some questions. And also some reflections if you have some. Yeah, we're very curious to hear what you are thinking. And of course, you're more than welcome to always reach out to us. But we're super curious to see if there's any questions here on the spot. We have one here. Yeah, we're leaving down. I'm sorry. That's probably looks silly. But Ronnie has a question. Did you only use qualitative data in your survey? Or did you also collect quantitative data like what benefits were actually realized versus business case? Benefit realization plan and similar. If you only use qualitative data, then you didn't only measure people's perception of benefits realization rather than the actual benefits realization. And Ronnie, you got us there because, you know, we couldn't actually go out and actually see if this was only the perception or if they're actually only realizing this fraction of the benefits. But I think the general problem here is not only that we are using perception for this survey. The underlying problem here is that data is just not available. So if you go out to the vast majority of organizations, then they just don't have the data. They don't have the baseline. They don't have the tracking. And so that question is actually impossible to answer. And it relates to the, you know, do you have credible benefit data available when you do prioritization? And the key here is, Ronnie, that we just, the data in most organizations just don't exist. So, so, so we have a few examples where they can actually prove how many, many benefits they're realizing, but for the vast majority of organizations, the data just isn't there. But a great question. Any other questions? I will just, we'll just maybe skip to the next part. And then if a question pops up, then, then we'll take it. But because as Maya also just said, if you're curious, if you're curious, we have a website called implement.dk slash benefits, where you can find the videos from previous events. You can also find a survey, you can find a podcast cases from Novo and New Credit and Norlys, for example, and templates and a lot of other great stuff. So if you're curious, that's a, that's a good place to start. And then, you know, please keep your buyers open for future events because there will be more. Next year is actually our 10 years anniversary for publishing our first book about benefits realization. So I have a feeling that we're going to do something about that to celebrate that. And finally, both Maya and I, we are sort of super nerdy about this. So, so if you want to link up on, on LinkedIn, or just reach out, or, you know, feel free to just send us an email or give us a call. We would love to just have a chat and maybe give you a good advice or two in the process. Cool. Yes. And I don't think there is more. There are more questions. But, but, you know, there's a, we will send out the, the materials, we'll share the video and the link to our website. And if you come up with a question, don't hesitate to reach out. Oh, we actually have one here. Michael asks, do you have experience in addressing how managers, what's perceived goals and benefits? I often see this is, this as getting confused. Yes. Yes. I think. Goals can mean different things in the, in different organization. I think benefits are, you know, super specific in terms of what is it that we hope to realize for this particular project or program. So, so I think that there's a, there's a general thing here about getting the, the wordings right. So we get a similar language. And we are not actually, we are not actually, we use benefits in, in, in, in this event. But I mean, if you feel like calling it value or impact, you know, that's also super fine. What, what's important is that we just have a common language within our organization. Cool. I think that might be it, Maya. I think. I think so too. I think so too. Yeah. If you have more questions, we please, yeah, reach out to us. We will answer it. Yeah. All of them. And yeah. Otherwise. We're just super happy that you showed up and thank you for listening and shipping. Thank you. Have a good day. Bye. Bye. Bye. Bye. Bye. Bye. Bye. Thank you.