The 12 Days of Benchmarking - Day 2
Digital value realisation
Yesterday we explored whether the business feels that digital technology enables success.
Todayâs question is even more direct:
đ Are your digital initiatives actually delivering the value you promised?
Because this is where many organisations quietly struggle.
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What this metric is
Digital value realisation measures the percentage of digital initiatives that achieved the value or benefits defined in their business cases.
In simple terms:
Of all the things we said would deliver value⌠how many actually did?
It looks at completed initiatives over a defined period and checks whether the expected financial or non-financial outcomes were achieved in reality.Â
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Why it matters
This is the bridge between investment and outcomes.
Many organisations are very good at:
But far fewer are disciplined in confirming whether value was actually realised.
Without this metric:
- benefits are assumed, not proven
- and investment decisions become less informed over time
A strong score here tells you that your organisation:
- invests in the right things
- delivers what it commits to
- and follows through to ensure value is captured
A weak score usually points to something deeper than delivery issues.
It often reveals problems in:
- or governance of value realisation
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What good looks like in practice
In organisations that perform well in this area, you tend to see:
- Clear definition of value up front
- Every initiative has clearly defined success measures that are understood by both IT and the business
- Someone in the business owns the outcome, not just the delivery of the project
- Value is tracked during and after delivery, not just assumed at go-live
- Honest post-implementation reviews
- Teams review what actually happened, not just whether the project was delivered.
- Strong alignment to business priorities
- Initiatives are tightly linked to strategic outcomes, not just technology upgrades
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Why is value often not realised
When this metric is low, the causes are usually consistent across organisations:
- Weak alignment between scope and expected outcomes
The project delivered something⌠just not what the business really needed
- Delays, budget overruns, or quality issues
Reducing the level of value that could be realised
- Lack of ownership for benefits realisation
Once the project is delivered, no one is accountable for ensuring the value happens
- Insufficient change management and adoption
The capability exists, but people donât use it effectively
All of these are highlighted as common contributing factors within the PBM guidance.Â
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How to improve it
If you want to improve your digital value realisation score, focus on these practical steps:
1. Strengthen business case discipline
Ensure every initiative has:
- clear, measurable outcomes
- and agreed owners for benefits
2. Introduce benefit realisation plans
Treat value realisation as a lifecycle, not a one-off event at project close.
3. Assign business ownership for value
The business must own the outcome. IT enables it, but does not own the benefit.
4. Track value post go-live
Measure actual outcomes 3, 6, and 12 months after delivery.
5. Close the loop into future investment decisions
Use real data from previous initiatives to inform future funding decisions.
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A simple reflection
Think about your last 5 major digital initiatives.
How many:
- and most importantly⌠delivered the value you promised?
Because only the last one truly matters.
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Take part in the benchmarking
The ITIL Performance Benchmarking Model allows organisations to understand how effectively they convert digital investment into measurable business value.
By contributing your data, you can:
- compare your performance with peer organisations
- identify where value is leaking in your delivery lifecycle
- and strengthen how you govern digital investment
đ Take part in the PBM survey and contribute your data - ITIL Performance Benchmarking Survey 2026ďťż ďťż
Tomorrowâs focus:
Digital workplace satisfaction - do your people actually enjoy using the digital tools you provide?
