Benefits Management Frameworks and the Importance of Sponsorship

Just completed putting together the benefits management framework for my current client. It has now gone to senior management for approval and endorsement. This is probably the most critical part of the entire process. Without senior management sponsorship for the framework, it will most likely fail when it comes to adoption. I have seen this happen many times and now I tell my clients, that getting management sponsorship or "buy-in" for a benefits or any governance framework should be done from the outset and should be actively managed throughout the development and implementation process.

Here are the Three key stakeholder items to keep in mind  when considering the implementation of a Benefits or Governance management framework:

1. Seek appropriate senior management sponsorship before starting the work effort. Make sure you have a strong advocate (C Level is the best) who will be able to influence others and assist in getting over the resistance you will most likely encounter when trying to implement the framework. To get sponsorship you need to also show why the framework is adding value to the organization - ie make sure the business case for implementing the framework is tight. Don't do it just because it is the "latest" trend or a competitor is doing it.

2. Make sure you have regular meetings the sponsor and department/division area champions to let them know your process. You should have executive presentations available to summarize what, why and how you plan to do things in 2-3 Power point slides. Use company specific examples or areas for improvement to make the presentation more effective.

3. Do not spend months coming up with a framework. It should take you 5 - 8 weeks to come up with a working Benefits Management Framework, depending on the size of the organization. Leverage the extensive information available on-line - this blog has a lot of good references on the right pane - and tailor it to the company needs. If you take too long, you will lose momentum and sponsorship. It is important to solicit opinions from the stakeholders or people impacted, but do not expect consensus. You want to ensure senior management and the sponsor are happy with the value the framework and it will be their role to manage middle management resistance over its adoption.

There are various other factors to consider around implementation and adoption (eg start small with a pilot), but sponsorship and stakeholder management are key. Let me know your comments.