In the previous blog, we introduced the fourth stage of the business transformation model VAPORS, called ‘Output’. In this blog, we will explain the fifth stage, ‘Results’. As a reminder, the VAPORS Model consists of 6 stages:
– Value
– Assign
– Progress
– Output
– Results
– Supervision

‘Results’ is the fifth stage of the business transformation model and is the translation of the use and implementation of the deliverables from the ‘Output’ stage. Every project works towards a strategic goal and with the output of a project, the company can start to reap the benefits leading to results. The results support the business case, the reason the project has been started.

Results can be gained during the project. While in progress, the project starts to deliver the first output, which can immediately cause the initial results. Results can also be gained way after a project has ended, even months to years after project closure.

Results are bigger than the sum of the different outputs created by a project. For example, a new process and supporting tool have been implemented. The output, a new process and a new tool, can lead to higher employee satisfaction, fewer errors in the products delivered, higher efficiency, shorter production cycles. All results that are linked to the strategic goal of implementing a new process and tool.

With strategy in mind, programs and projects are tangible and visible efforts to realise change, to make an impact and change the organisation for the better. The results should at least be measured along the set goals upfront. Did the projects have the results we did foresee? If the results had an even bigger and better impact, what did cause this? If the results are less compared to what we expected, what did cause this effect? Were our expectations too ambitious, too high? Did we overlook second and third order effects? Are there (internal) forces that minimise the effect we encountered?

This linkage of the results with the intent from strategy is an exercise not many companies make. Operations need our attention, new projects are initialised and need focus. There is no time for a stand still and look back. A periodic review of the gained results with the strategic direction is a necessary exercise. We can support this with our service ‘Strategy Calibration’ (+LINK TO ARTICLE), to make sure your strategy is up-to-date and periodic reviews are held to measure the results of change initiatives.

Different blueprints can be used, for example benefits realisation management, as well as a clear set of KPI’s to measure progress on strategic initiatives. And our toolkit holds several tools for this stage to be used, like:
– Strategy Calibration Workshop
– Business Management Model
– Organisation Change Maturity Model
– ….and many more
These blueprints and toolkits make it easy to support the processes in this stage and make sure nothing will be left out.

‘Results’ is the fifth stage of our business transformation model and covers the creation of the tangible and intangible results which can be measured and compared to the strategic intent. The following stage is ‘Supervision’, the subject of our next and last blog regarding our VAPORS model.