In a highly regulated and increasingly competitive defence industry, the defence company needed to improve time-to-value, ensure rigorous compliance, and scale cross-functional execution across the organisation. To stay competitive, the company sought a clear line of sight from strategic intent to realised benefits, as well as a simple, consistent way of tracking progress and benefits and addressing barriers to transformation success.​ 

The transformation programme in the company lacked structured value tracking, a clearly aligned purpose, and leadership agreement on how success should be measured – resulting in a fragmented leadership ownership and limited transparency.​ 

The solution was executed in three steps: First, a structured benefits management approach was established through a shared benefit map linking purpose, benefits, and behaviours across all projects in the programme. Second, workshops and interviews were conducted to align purpose, ownership, behaviours, and dependencies, resulting in a consolidated benefit mapand a shared leadership view. Finally, clear governance was designed and implemented with supporting tools and templates, and the company continued the roll-out across all projects in the programme.​