When framing business cases and gauging success for transformation projects, the natural inclination is to focus on metrics that are seen as easily quantifiable. This leads to the measurement of effort (resources and time expended) being prioritized over measurements of value (whether financial or non-financial).

In this paper we draw on our experiences in dynamic end-to-end transformation – from defining strategy through to implementing and embedding optimization projects – to explore how focusing on the right non-financial value criteria can deliver the desired financial value as part of an end-to-end holistic optimization strategy.

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