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Realistically measure Attribution is hard when it comes to transformation. Those companies that accept that and find a way to ensure money is invested sensibly without limiting progress, are those that are able to move forward at pace. No one we spoke to felt that they had it nailed and unfortunately we don’t believe there will ever be a definitive answer as to how to do this well. One of the more realistic approaches was taken by SNCF, where there was a focus on measuring the macro progression of overarching business objectives, alongside individual project KPIs, again reinforcing the need to tie business cases intrinsically to the objectives of the business. Funding iteration Agile projects by their very nature have no end, and yet business case funding can often stop at the point of handover to BAU. There’s always a complicated dance over CAPEX/OPEX but consideration has to be given to the long-term iteration of any product to ensure its continued success beyond launch. The handover to BAU is a more complicated than just funding, which we explore more with regards to "Process" later in the <strong>report</strong>. Ultimately benefit realisation requires sensible discussion between multiple parties (based on theoretical allocation) and a large degree of mutual trust. It’s not always easy to justify everything in numbers. Indeed the challenge of measuring the ‘qualitative’ impact of many programmes can get overlooked, it can be equally important to balance hard numbers with softer elements such as customer service, improved communication and staff happiness, which can sometimes be just as critical to measuring value. Planning 2.Funding and measurement
Top five blockers to digital transformation One The right talent and resource Two Culture Three Legacy systems and processes Four Consensus Five Methodology 29
Page 1: The reality of transformation A rep
Page 4 and 5: Digital transformation has possibly
Page 6 and 7: Expectation digital transformation
Page 8 and 9: Contributors Andrea Daniels Marketi
Page 10 and 11: Our research
Page 12 and 13: What does digital transformation ac
Page 14 and 15: Planning
Page 17 and 18: Vision and leadership If anything w
Page 19 and 20: “The board need to put their mone
Page 21 and 22: The right leaders Do leaders unders
Page 23 and 24: Top five accelerators to digital tr
Page 25 and 26: Funding and measurement The fact th
Page 27: One organisation we talked to were
Page 31 and 32: “Culture eats strategy for breakf
Page 33 and 34: “Being a digital organisation mea
Page 35 and 36: “We asked people to change - with
Page 37 and 38: Balance between internal/external r
Page 39 and 40: The ability for an organisation to
Page 41 and 42: Put the framework in place to let o
Page 43 and 44: If the transition from MPV to scale
Page 45 and 46: Whilst our research didn’t focus
Page 47 and 48: About Great State Consumers have hi

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