Let us assume that success has been achieved in the alignment stage. Hence there will be a broad stakeholder consensus on the size of the strategic opportunity and an initial scope of what is required to deliver the benefits. Now, at the business improvement stage, the organisation needs to define the gap between current state and target outcomes in more concrete terms. This will lead to a business case which quantifies the costs and benefits and evaluates the options for delivering the desired outcomes with the associated risks. The business case should also define the areas of required change and how to manage these as a programme. The structure of these component parts is shown in Figure 4.1 ...

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