Value realisation is broader than tracking a single benefit. It looks at the full return an investment produces over time and manages the conditions that let value accumulate: adoption, capability, and continuous improvement after launch.
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It works by treating delivery as the start of value, not the end. A shipped capability holds potential value; realised value depends on how well it is used. Value realisation closes that distance deliberately, with owners and measures attached.
For enterprises, it reframes success from "delivered on time" to "value earned." That shift changes how portfolios are prioritised and how transformation is judged.