Insights

AI Transformation Value Realization Series Post 1 of 10 AI Implementation Is Not Enough. Transformation Is How Value Reaches the P&L. AI investment is accelerating. The harder question is whether it is transforming the business and creating measurable…

We explore the strategic challenges of business model transformation through the lens of Adobe's shift to a subscription-based model. This reflection examines the balance between short-term performance and future-focused growth.

The JCPenney transformation provides a critical lesson for leadership on the importance of aligning business strategy with customer behavior. This case study examines why a change in pricing failed to resonate with the existing customer base.

We analyze the expansion of Target into Canada to understand the relationship between scaling operations and readiness. This case study highlights why operational maturity is essential for sustainable growth.

The Claris Consulting transformation case study series examines how LEGO successfully reversed a significant net loss. We explore the strategic choices and operational shifts that fueled their recovery.

In our latest case study, we examine how Ford successfully navigated a critical transformation challenge. Discover how the One Ford strategy redefined the company's direction and execution.

The conclusion of a transformation project is not the end of its value. This article explores how leadership can ensure benefits are sustained long after the delivery phase is complete.

The Transformation Value Realization series has reached its conclusion. We have compiled the complete collection of articles for those looking to review our insights.

The ninth installment of our Transformation Value Realization series examines why escalation often fails to recover lost project value. We explore the critical distinction between creating executive attention and solving underlying performance issues.

Effective transformation portfolios require the agility to adapt to changing evidence. We explore why resources should follow future value rather than historical plans.

In the seventh installment of our series on value realization, we examine the complexities of ownership. Learn how to structure accountability effectively to ensure your transformation delivers its intended impact.

Governance for transformation programs often moves slower than the risks they face. This post explores how to avoid value leakage by rethinking your decision-making cadence.

In the fifth installment of our transformation series, we examine the critical difference between setting ambitious targets and forecasting realistic outcomes. Learn how this distinction improves governance and decision making.

Claris Consulting explores the critical challenge of ensuring transformation programs deliver tangible results. This new series examines how organizations can effectively track and verify value creation.

In the fourth part of our series on value realization, we explore how to identify risks to transformation benefits before they impact financial performance. Learn how to refine your dashboard to gain earlier visibility into potential value leakage.

Global Transformation Executive Brandon Srivichit explores why the critical success factors of any transformation are determined before execution begins. This article examines the importance of early decision-making and alignment.

In the third part of our series on transformation value realization, we explore why governance must evolve when fundamental business circumstances change. Learn how to look beyond reporting and protect your strategic value.

In this second post of our series, we explore the risks of blindly following an initial plan and the importance of continuous reassessment. Learn how value governance protects your transformation objectives as business conditions shift.

The first installment of our ten-part series examines why transformation value often fails at the point of origin. We explore how to move beyond optimistic investment cases toward a foundation of proven operational drivers.

Transformation projects often report successful delivery while failing to realise actual business value. This post explores why you must track both delivery milestones and business outcomes simultaneously.

Developing a roadmap before understanding your value hierarchy can derail a transformation effort. This post explores why focusing on business drivers is essential before outlining project plans.