Managers today are challenged with meeting their organization’s strategic outcomes and associated benefits. The SRS Strategic Outcome Management service (SOM) introduces the dynamic business processes, governance structures, and tools that allow you to actively manage and effectively control the interdependent horizontal and vertical dynamics of your organization, continuously align your strategy with your clients’ and stakeholders’ needs, and steer execution of your strategy down to the operational level.

Whether the desired outcome relates to, or rather drives an external or internal service delivery relationship, transformational initiative, a project or a program, the SRS SOM helps you introduce the new dimensions of management structures, processes and tools to achieve the outcome and harvest associated benefits.

All SRS professional services offerings, processes and solutions have been built around a single core philosophy – continuous alignment. Continuous alignment is at the centre of everything SRS does, every service it offers, every solution it develops, and every piece of advice it provides.

At the core of the SRS continuous alignment philosophy is the awareness born of experience that no matter how well the business or program is conceived, planned or managed, it must be designed to ensure that the expected deliverables and benefits will remain continuously aligned with the changing business and policy objectives, priorities and strategies of the enterprise, its business partners and stakeholders throughout the lifecycle of the project or program.

Continuous alignment, however, does not occur spontaneously within organizations, let alone between organizations. It requires the collaboration of management, staff and stakeholders, working together within a common framework, with a common set of processes and tools, toward a common purpose.

This SRS philosophy is embodied in the SRS Outcome & Benefits Realization (OBR™) model. OBR™ is an inclusive, collaborative management framework that embraces alignment as a change-causing agent throughout the initiative lifecycle. In addition to the vast number of market ready methodologies available, OBR™ introduces four new dimensions and fundamental changes to how we think about – and implement – programs, projects, internal or external relationships or strategic transformations and modernization initiatives:

        Benefits Management – Methods for channeling management attention and processes on harvesting of the expected benefits of the initiative. Benefits Management is centered on the identification of and alignment with Benefits Realization Factors (BRF®). BRF® are the key elements that must be enabled by the initiative, program, project or relationships to assure benefits realization.

        Governance, Accountability and Performance Management (GAPM®) – A framework and a management model to facilitate effective Management of programs, projects and business relationships for the purpose of continuous alignment with benefits realization goals.

        Collaborative Convergence™ – A methodology and processes for causing collaboration and convergence among stakeholders including diverse stakeholders with competing interests.

        Strategic Relationship Based Model (SRbM®) – A methodology, processes and tools for effective planning, sourcing, management and continuous alignment of required business relationships – both internal and external.