Projects don’t end at go-live. Long-term value depends on continuous improvement, benefit tracking and leadership accountability—ensuring your investment translates into strategic and sustainable results.
A well-executed project rollout might look like a success on paper, but that doesn’t mean the business is reaping the expected benefits.
Consider, for example, an organisation that implements a new CRM system with the expectation of improving customer engagement. While the system is launched on time and within budget, six months later, employees are still using spreadsheets and old workflows, resulting in missed opportunities and lost efficiencies.
The issue isn’t with the technology itself but with the lack of proper adoption and reinforcement of change. Too often, organisations assume that once a project is delivered, the hard work is over. In reality, the point of go-live is just the beginning of the adoption journey.
Realising value from a project isn’t just about technical implementation; it’s about ensuring that people actually use the new systems, processes and ways of working as intended. Without structured reinforcement and leadership support, even the best-designed solutions can falter. Employees may revert to old habits, workarounds can emerge and inefficiencies may creep back in. When this happens, businesses fail to capture the full return on their investment – not because the solution was flawed, but because change wasn’t properly embedded.
Two critical reviews: Immediate and long-term
Many organisations conduct a post-implementation review (PIR), but too often, it’s a procedural exercise focused only on whether the project was delivered on time and within budget. While valuable, this alone does not ensure success. A well-rounded PIR should consider:
- Adoption levels – Are people using the new system or process as intended?
- Process alignment – Have workflows adapted effectively, or are there inefficiencies?
- Benefit tracking – Are the projected gains materialising, or do adjustments need to be made?
- Ongoing support needs – What additional training or change reinforcement is required?
But the PIR isn’t enough on its own. At some point further down the track – six months is generally a good marker – an independent benefits assessment provides the necessary “shot in the arm” to ensure the expected value is materialising. This timeframe is ideal because it allows enough time for real adoption trends to emerge while still being early enough to make meaningful adjustments.
At six months, leaders can assess whether behaviours have shifted, processes are functioning as intended and whether any unforeseen challenges have surfaced that need addressing before they become ‘baked in’ inefficiencies.
This review shifts the focus from project execution to actual business outcomes – tracking adoption, performance and ongoing impact; and addressing any gaps. Perhaps adoption is lower than expected, or teams have created inefficient workarounds. In some cases, the technology is there, but the cultural shift hasn’t happened.
Organisations that only conduct an immediate PIR and fail to follow through on long-term benefits tracking risk leaving value on the table. A strong governance culture ensures both reviews are embedded as standard practice.
Why continuous improvement matters
Some projects deliver an immediate uplift – a step change in efficiency, capability, or service delivery. But others require ongoing attention to reach their full potential. We often describe this as a ‘step’ model, where gains are immediate and stable, versus a ‘ramp’ model, where improvements unfold gradually over time.
For example, upgrading to a more efficient payroll system might result in a step-change: instant time savings with minimal need for further adjustment. On the other hand, a new enterprise resource planning (ERP) system may provide a foundation for efficiency, but ongoing process improvements, user training and change initiatives will determine whether it reaches its full potential.
When it comes to ramp projects, organisations risk plateauing without a mindset of continuous improvement. The key to success here comes from the top: leaders must recognise that maintaining and maximising the value of a new system or process is an ongoing effort – not just something that happens at go-live.
The real cost of neglecting change post-implementation
It’s never a good idea to ignore the long tail of change management; and it can be a particularly costly mistake in challenging economic conditions, when demonstrating the benefits and ROI delivered by each project is of the utmost importance. Investing in post-implementation reviews and benefits tracking is a relatively minor investment compared to the potential gains – or losses – at stake. The reality is, these reviews are more about commitment and culture than cost.
Too often, we hear: “We do PIRs, but no one is really held to account.” This is the hallmark of an organisation that sees reviews as a compliance task rather than a performance enabler. In contrast, performance-oriented organisations treat PIRs and long-term benefits assessments as essential, non-negotiable activities.
A healthy, performance-driven organisation ensures leaders are actively engaged in tracking benefits and driving ongoing improvement. Without this discipline, investments risk being wasted, and organisations may find themselves repeating the same mistakes in future initiatives.
Ensuring long-term value from future investments
Projects don’t succeed or fail at the moment of implementation – their true impact unfolds in the months and years that follow. Ensuring that an investment delivers lasting benefits requires more than just a solid rollout plan – it also demands ongoing effort, leadership commitment and a willingness to adapt as needed.
By embedding both post-implementation reviews and longer-range benefits assessments into your approach, leaders can ensure they are not just tracking project delivery but also monitoring long-term success. And when you’re also focused on building a culture of continuous improvement, you can turn each project into a foundation for greater efficiency and impact.
Investing in change management beyond go-live isn’t just good practice – it’s essential for realising the full potential of any business transformation.
To find out more about how Quay Consulting can help your team drive change management across your projects, please contact us.
We believe that quality thought leadership is worth sharing and encourage you to share with your colleagues. If you’re interested in republishing our content, here’s what’s okay and what’s not okay.