What's the value of being able to operate at the peak of fitness and health? Is it less stress? Is it longer life? In an organizational sense, is it being able to change and adapt more easily? Is it being able to outperform your competitors in a race? Is it being able to set appropriate expectations for projects? Does organizational health lead to better longevity?
A recent crop of customer conversations prompted this line of thought. One customer asked how to prove the case for cultural change. Another wanted to quantify the value of successfully introducing a new set of IT systems. Another wanted to develop a solid business rationale for getting organizational functions to work together - to stop playing silo-oriented games where the chiefs fiercely protected their fiefdoms at the expense of the overall enterprise. Others have asked about project failure rates.
This prompted me to draw the analogy of trying to prove a negative. In one of those conversations, I found myself challenging the client to answer the question of quantifying not having functions work together; of not implementing change in a robust fashion. To be honest, this could have easily been any number of conversations over the last 6 months.
Really, these questions were about proving the ROI disciplined change. We have become so besotted by cost reduction, that we fail to see the value side of the equation (if productivity=value/resources). And while we might all agree it’s blatantly obvious that having organizational functions that work well together, and having successful projects … it’s quite hard to put figures around that.