According to Differentis, transformation programmes have become increasingly sophisticated at helping people adopt change. But too many business cases still make a much bigger assumption: that adoption will automatically turn into value.
In this article, the firm asks the question that often sits quietly inside transformation economics: how much of the value promised in a transformation business case actually depends on what people do after adoption?
Technology can automate processes. New operating models can remove duplication. But anticipated benefits often still rely on people making different decisions, working across boundaries, exercising new judgement or redirecting released capacity towards higher-value work.
The article also explores people as carriers of transformation value and introduces the concept of a Human Value Dependency: a clearer way of making visible the proportion of anticipated value that relies on human capability and behaviour after adoption.
If that value remains invisible, transformation programmes are not just carrying delivery risk. They are leaving part of the business case to chance.
Read more on their website.