Developing and implementing strategy for benefits realisation

Rooke, JA; Hamblett, K; Sapountzis, S; Yates, KA; Kagioglou, M; Lima, JB

Abstract

Background. The failure of initiatives to adequately plan and deliver benefits is a perceived
problem in the healthcare sector. Problems of strategy formation and successful innovation
are widely discussed in the literature. The concept of benefits realisation offers a possible
key to better planning, but before this can be achieved strategic innovation is necessary to
integrate the benefits realisation process itself into the corporate planning process.
Research question. How can successful strategic innovation be introduced into NHS trusts?
Methodology. A prescriptive model of strategy has been developed, employing a
phenomenological analysis which draws on: [1] one of the authors' twelve years experience
of working in strategy formation and implementation; [2] the results of three years action
research, developing the BeReal benefits realisation model. The strategy model is evaluated
in the light of existing literature on organizational strategy and planning. It is intended that
the model will be subsequently tested in an action research case study.
Findings. Much of the literature stresses the emergent nature of strategy and the consequent
difficulties that this presents for the development of formal planning models. The model
seeks to integrate planning and implementation into an orderly learning process in which
broad policy objectives are increasingly refined in the light of stakeholder and corporate
needs. Three integrated planning 'levels' are identified: strategic; portfolio and project.
Essential inputs are identified in each level, including: regulatory direction, community
consultation and corporate planning; organizational capability, knowledge realisation and
resource capacity; programme alignment, stakeholder alignment and structured project
benefits.
Conclusion. The model identifies essential inputs to the planning process which, if not
properly managed, can result in organizational disruption or stakeholder dissatisfaction. It
offers a structured procedure for integrating these. Finally, it demonstrates how the notion of
benefits realisation and the BeReal process itself, fit into a coherent strategy development and
implementation process.

Citation

Rooke, J., Hamblett, K., Sapountzis, S., Yates, K., Kagioglou, M., & Lima, J. (2010, September). Developing and implementing strategy for benefits realisation. Presented at Better Healthcare through better infrastructure, Edinburgh, Scotland

• Presentation Conference Type: Other
• Conference Name: Better Healthcare through better infrastructure
• Conference Location: Edinburgh, Scotland
• Start Date: Sep 22, 2010
• End Date: Sep 24, 2010
• Publication Date: Sep 1, 2010
• Deposit Date: Oct 14, 2011
• Publicly Available Date: Apr 5, 2016
• Publisher URL: http://www.haciric.org/
• Additional Information: Event Type : Conference