IVI Framework Viewer

Behavioural Change

D1

Recognize, accomplish, and sustain the behavioural change required to achieve business benefits.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Behavioural Change at each level of maturity.

2Basic
  • Practice
    Define the high-level need for behavioural change.
    Outcome
    A benefits plan describes at a high level the changes needed to achieve the outcomes.
    Metric
    % of benefits plans with references in the register to required benefit delivery actions.
  • Practice
    Define benefits ownership and desired behaviours at a high (collective) level.
    Outcomes
    • There is no individual ownership or accountability for benefits realization.
    • It is defined at a collective level at best, without formal commitment to deliver.
    Metric
    % of benefits plans with references in the register to individual benefits owners.
3Intermediate
  • Practice
    Address the changes required to realize benefits in the benefits plans, and make clear both benefit and change ownership.
    Outcome
    Benefits plans make explicit reference to required behavioural change on the part of individual owners and their delegates.
    Metric
    % of benefits plans with references in the register to required behavioural change.
  • Practice
    Use the business case and benefits plan as a basis for stakeholder engagement, highlighting the benefits owner(s) and the linkage between behavioural change and successful delivery of business value.
    Outcome
    Benefits plans make explicit reference to required behavioural change on the part of individual owners and their delegates.
    Metric
    % of benefits register items that reference both benefits owners and desired behavioural change.
  • Practice
    Actively track the benefits delivery, but with limited focus on required behaviour change.
    Outcome
    Formal tracking of benefits is undertaken, but tracking of individual behaviour change (leading to benefits realization) is rarely undertaken, and supporting measures such as education and skills training and incentivization schemes are not emphasized.
    Metric
    % of resultant behavioural change logged in a register (expect zero at this level).
4Advanced
  • Practice
    Deliver training courses to equip change agents and benefits owners to follow new processes, procedures, and training in personal change and development — e.g., emotional intelligence, negotiation etc.
    Outcome
    Suitable education and skills training programmes are in place to support planned behavioural change initiatives.
    Metric
    % of benefits delivery stakeholders trained in new processes.
  • Practice
    Deliver training courses to enable impacted stakeholders to address personal change.
    Outcome
    Suitable education and skills training programmes are in place to support planned behavioural change initiatives.
    Metric
    % of relevant stakeholders trained in behavioural change.
  • Practice
    Implement policies and reward/sanction systems to discourage ‘old’ behaviours and encourage and embed ‘new’ behaviours in the delivery of business benefits.
    Outcomes
    • Detailed behavioural changes to foster benefits realization are formally delegated, where appropriate, and linked to personal performance objectives and reviews.
    • Benefits status is tracked and correlated with measurement of performance of benefits delivery owners.
    Metric
    % of benefits register items with both behavioural changes and delivered benefits confirmed.
5Optimized
  • Practice
    Monitor adherence to new behaviours via governance mechanisms.
    Outcomes
    • Benefits ownership is formally accepted, and detailed behavioural changes formally delegated where appropriate, and linked to personal performance objectives and reviews.
    • Benefits status is tracked and correlated with measurement of expected behavioural change.
    Metrics
    • % of benefits register items with both behavioural changes and delivered benefits confirmed.
    • % of programme governance boards receiving regular tracking reports on behaviour change and benefits delivery.
  • Practice
    Assess the environment and provide the necessary resources and equipment to help stakeholders adjust to the change.
    Outcome
    Organization-wide value (as a mind-set and as an aggregate of planned and actual benefits in the portfolio) is correlated with observed levels of organizational behaviour change, and is benchmarked externally as part of an overall continuous improvement policy.
    Metrics
    • % of programmes whose benefits programmes are communicated to the wider organization.
    • # of external benchmarks on benefits conducted per annum.
  • Practice
    Maintain and improve incentivization schemes.
    Outcome
    Behavioural change is formally measured and analysed, and sustained by regularly improving/refreshing supporting processes and incentivizing measures, and is benchmarked externally as part of an overall continuous improvement policy.
    Metric
    % of incentive schemes linked to benefits delivery.
  • Practice
    Provide support mechanisms for personal development to benefits delivery owners (personal change, leadership etc.).
    Outcome
    Benefits owners routinely improve their effectiveness in influencing behavioural change for optimal value delivery.
    Metric
    % of benefits delivery owners receiving personal development programmes with benefits delivery content.
  • Practice
    Provide support mechanisms for personal development to impacted stakeholders (training in new practices, personal change, resilience etc.).
    Outcome
    Impacted stakeholders routinely improve their openness to change in pursuit of optimal value delivery.
    Metric
    % of stakeholders receiving personal development programmes with benefits delivery content.