Is change management just a job or a career? When you clock in and clock out everyday do you ever wonder what is the purpose of all this work? Yes, your natural response could be, well, managing change helps improve employee work experience and we help company land initiatives. We help maximise initiative benefits. Is this all? And are these the only ultimate outcomes?
For those of us who have made change management a career, we often roll out eyes across initiatives as we see common trends and occurrences across initiatives. What would have been highly stressful or dramatic is just seen as ‘yet again’ more of the same. You know what I mean …
Sponsors who only show up for announcements and ghost the project team the rest of the time
Corporate communications wrestle you to the ground by taking out factual information about the initiative that are critical
You send out a series of initiative communications and the impacted teams rarely read them
Some of your stakeholders nod and agree furiously in project meetings and do nothing afterwards, despite repeated engagement and consultations
Thanks for corporate-wide budget cuts, your project is now sliced into bare bones, and all the work required to drive behaviour change evaporate into thin air, to be replaced by a pure system implementation
Don’t get me wrong. There is definitely a lot of organisational benefits in managing change. There are definitely ample studies that draw attention to how, without successful change efforts, initiatives are doomed for failure. We definitely play a key role in achieving those hefty millions in benefits that are targeted. Also, let’s not forget that most of us are in this because we care about people. We truly believe that creating a good experience for people is the essence of what drives successful change.
The big questions is – what is your purpose and the meaning you are striving for when you work in change management? Beyond the cheque that pays the bills, why do we work hard to improve how change is managed? What is our north star? What truly motivates through thick and thin, through obstacles that stakeholders put along the way?
This is a personal question and not always an easy one to answer. There are some who are happy to go to work, get paid, ignore the BS within the corporate environment, just to feed their family and pay the mortgage. Others may have stumbled into change management and find it interesting work. However, to really strive in leading change, year after year, initiative after initiative, there would need to be some kind of burning flame inside you that keeps pushing you forward.
Exploring your own motivation in driving change not only helps you to understand your own behaviour and the source of your energy, it also helps you be clear about what you really care about. Clarity about your passion helps you to know what to reach for next time you are feeling down about how the project is going, or none of your change tactics are panning out.
For me, the meaning of managing change is only realised after experiencing a series of bad changes. Let me share more. I’ve worked for organisations where I have seen how hurtful and how traumatic bad changes have been for employees. A typical context is organisational restructuring. These are just a few examples what could happen ….
Employees are marched out by security after having lost their jobs on the day of the announcement, in case they retaliate and ‘steal’ company secrets, in public display for everyone to see
Leaders lie through their teeth about what is going to happen to the restructure in order to keep the workers productive, and eventually everyone realises it’s all been a series of lies and fabrications
Consultants are brought in to do the analysis and leaders basically reference what the message is from consultants, without interpreting what this really means for their people. Employees with years of tenure who have significant insight into how to improve business outcomes are ignored
In order to gain better roles and responsibilities managers backstab each other and even team members to jostle their way to favourite positions in the new org chart
For the individuals involved it could be such traumatic experiences that they may be scarred by the experience. Counselling may be required and organisational stress levels may be through the roof. It is not just those individual employees, but their families and friends could also be impacted like ripples in a pond.
Even if you don’t focus on the most dramatic of changes, a series of smaller badly run changes can still impact employees, their belief in the company, their trust in management, their work life health as well as overall health. Multiple smaller changes can add up.
So for me, the real meaning behind managing and leading change is about all those individuals that could be impacted, whether it be employees, customers or partners. Each is a person with a set of circumstances. They may be dealing with other stressors in their family or friendship circles already, or that they may be particularly vulnerable. This is particularly the case in our virtual working world.
Every person deserves to lead a happy, healthy work life. And change is such an important and memorable part of working life that every life you touch is a touch of dialling up the happiness/health level. It may not be the jumping up and clicking heels type of happiness. It would be managing risks so that negative experiences are avoided or minimised. Now imagine a long list of multiple changes all effective managed. Such is the power of managing change. We touch working lives in profound ways.
This is why at The Change Compass our vision is to improve the experience of people during change. “People’s work lives shape who we are and bad change experiences can be traumatic. With great change experiences, we can change the world”.
Now, isn’t this something to get motivated about through thick and thin?
What is YOUR meaning in managing change? How have your experiences shaped your approach and belief in managing change? How do you keep going day in and day out especially when times are tough?
There is now a lot of attention and focus on data. However, is the same applied to change management data? With the substantial financial investments companies make in change efforts, there’s a growing recognition of the need to leverage change management data strategically. Senior managers and executives are increasingly demanding data-driven insights to make informed business decisions. Here, we explore the challenges associated with change data, the strategic approaches to managing it effectively, and how incorporating it into the decision-making process can drive organizational success.
Common Challenges in Working with Change Data
Ad hoc and Tactical Approaches One common challenge in working with change data is the ad hoc and tactical nature of its collection. Often, data is gathered as needed, primarily at the project level. This can result in a fragmented view of change initiatives, making it challenging to derive meaningful insights. For instance, progress data may be limited to generic metrics such as the number of change impact sessions or completed training sessions, lacking depth and context.
Data Insufficiently Fact-Based Another prevalent issue is the creation of data that lacks a solid factual foundation. Change practitioners sometimes rely on gut-feel ratings or broad categories that are difficult to defend or substantiate infront of stakeholders. Heatmaps, a popular visualization tool, may be based on subjective assessments rather than objective, quantifiable measures, hindering the data’s credibility and utility.
Ineffective Data Visualizations Data visualizations play a crucial role in conveying information effectively. Unfortunately, some visualizations fall short of making a significant impact. Whether they are overly colorful, fail to use the right chart to highlight key points, or present data in a way that obscures the primary message, ineffective visualizations can impede the decision-making processes.
Seeking Easy Fixes Many change practitioners view working with data as a chore and opt for quick fixes. They may collect just enough data to generate a report or dashboard, neglecting the importance of a thorough understanding and management of the data. This short-sighted approach can compromise the quality and reliability of the insights derived from the data.
Strategic Approaches in Working with Change Data
Strategic approaches to manage change data can result in significant value for the organisation. Imagine the power of a range of change management data that highlights anything from impact levels, saturation risks, sentiments, adoption risks and benefit realization progress. Such is the power of change data, if managed effectively. What are some of these strategic approaches?
Managing Data as a Core Routine To address the challenges associated with ad hoc and tactical data collection, organizations must establish routines for managing change data. Monthly data reviews, updates, and audits create a disciplined approach to ensure the data remains accurate, relevant, and valuable. By making data management a core routine, organizations foster a culture of accountability and accuracy. This can be applied across a large program, a business unit, a portfolio of initiatives or across the enterprise.
Leveraging AI for Data Auditing and Cleansing Artificial Intelligence (AI) can play a pivotal role in auditing and cleansing change data. Platforms like The Change Compass offer features that automate these processes, reducing the likelihood of errors and ensuring data integrity. AI-driven tools can identify inconsistencies, outliers, and inaccuracies, providing a more reliable foundation for decision-making.
Linking Change Data with Other Business Sources The true power of change data emerges when it is connected with other relevant business data sources. By integrating change management data with project data, HR data, risk data, and operations data, organizations gain a holistic view of their business landscape. This interconnected approach allows for a comprehensive understanding of key business risks and opportunities, facilitating more informed decision-making.
Incorporating Data into Decision-Making Bodies Change data should not exist in isolation; it should be integrated into key decision-making forums and processes. From executive leadership forums and strategic planning sessions to portfolio planning and operational meetings, incorporating change data into these discussions ensures that insights derived from the data inform critical business decisions. This alignment helps organizations proactively address challenges and capitalize on opportunities.
While recognizing the strategic importance of change data is a significant step forward, change practitioners must actively implement practical measures to enhance their approach to change data management. Here are some recommendations to help change practitioners become more strategic in their utilization of change data:
Standardize/Routinize Data Collection Processes: o Develop standardized processes for collecting change data across different projects and initiatives. o Implement consistent data collection templates and methodologies to ensure uniformity and comparability of data across initiatives and business units
Invest in Training and Skill Development: o Provide training for change practitioners on data management best practices, including data collection, analysis, audit and interpretation. This is critical to drive data capability and maturity. o Foster a data-driven culture within the organization by equipping practitioners with the necessary skills to leverage data effectively.
Utilize Technology and Automation: o Embrace technological solutions, such as data analytics tools and AI-driven platforms, to automate data auditing, cleansing, and visualization processes. o Leverage technology to streamline data collection and reporting, reducing manual effort and minimizing the risk of errors.
Encourage Cross-Functional Collaboration: o Facilitate collaboration between change management teams and other departments, encouraging the sharing of data and insights. o Establish cross-functional teams to integrate change data with project data, HR data, and other relevant business sources.
Implement Data Governance Frameworks: o Develop and implement robust data governance frameworks to ensure the accuracy, security, and compliance of change data. o Define roles and responsibilities for data management within change initiatives, promoting accountability and ownership.
Enhance Data Visualization and Reporting: o Invest in training or hiring professionals with expertise in data visualization to create compelling and impactful reports. o Tailor visualizations to the audience, ensuring that key messages are communicated clearly and effectively.
Conduct Regular Data Reviews and Audits: o Establish a routine for regular data reviews, updates, and audits to maintain the accuracy and relevance of change data. o Use audits as an opportunity to identify and rectify data discrepancies or inconsistencies.
Integrate Change Data into Decision-Making Processes: o Actively participate in executive leadership forums, strategic planning sessions, and other decision-making bodies. o Present change data alongside other relevant business data to contribute to well-informed decision-making.
Measure and Communicate Value: o Develop metrics to measure the value generated by change initiatives and communicate these metrics to key stakeholders. o Regularly assess the impact of change data on decision-making processes and adjust strategies accordingly.
Seek Continuous Improvement: o Foster a culture of continuous improvement within the change management function. o Encourage practitioners to reflect on past experiences, learn from challenges, and refine their approach to change data management over time.
The strategic management of change data is not just a necessity but a critical component of achieving business success in today’s dynamic environment. By addressing common challenges and adopting strategic approaches, organizations can unlock the true potential of change data. As the business landscape continues to evolve, leveraging data-driven insights becomes a strategic imperative for navigating change, mitigating risks, and capitalizing on opportunities. Embracing change data as a strategic exercise positions organizations to not only survive but thrive in an ever-changing marketplace.
In the ever-evolving landscape of change management, the critical question organizations must grapple with is not just about measuring progress but ensuring that the metrics employed actively propel initiatives toward success. It’s not enough for metrics to be mere indicators of activity; they must be strategic drivers, pushing the organization from a defensive stance of maintaining the status quo to an offensive position where goals are confidently achieved. This article delves into the practical realm of change management metrics, emphasizing the need for a carefully curated selection that instils confidence in reaching initiative goals and actively shapes the journey of transformation. From navigating leading indicators to understanding the change journey and judiciously attributing adoption, the path to success lies in metrics that move beyond sustenance to true progress.
Shifting from Defence to Offence
In the realm of change management, it’s crucial to move from a defensive mindset, where metrics merely sustain initiative progress, to an offensive one that propels them forward. This shift involves selecting metrics that not only measure progress but also exert significant influence on reaching initiative goals. Opting for ‘easy’ measures might provide a false sense of security, but it may not contribute to achieving the desired outcomes.
Consider a scenario where an organization aims to implement a new technology platform to enhance productivity. A defensive approach might focus on measuring the number of training sessions conducted or the completion rates. While these metrics have value, they don’t necessarily guarantee that the organization is on track to achieve its ultimate goal of improved productivity.
An offensive approach, on the other hand, would involve selecting metrics directly tied to the initiative’s success. For instance, tracking the time it takes for employees to adapt to the new platform or measuring the increase in task efficiency directly linked to the technology adoption. These metrics not only monitor progress but actively contribute to the realization of initiative goals.
Leading Indicators: Navigating Change Proactively
Leading indicators play a pivotal role in ensuring that change management metrics are forward-looking and provide visibility into the trajectory of initiative progress. Rather than relying solely on lagging indicators that reflect past performance, incorporating leading indicators allows organizations to anticipate and address potential roadblocks before they impede progress.
What are examples of lagging indicators? Newsletter readership, training completion rates, town hall attendance rates, system usage rates, etc.
Stakeholder engagement levels serve as a prime example of a leading indicator. High levels of engagement suggest a positive reception to the change, while declining engagement may indicate resistance or confusion. By tracking engagement throughout the change process, organizations can proactively address concerns, fine-tune communication strategies, and bolster support.
Time-to-adoption for pilot groups is another valuable leading indicator. If a small, representative group can quickly and successfully adopt the change, it bodes well for broader implementation. Monitoring and understanding the factors contributing to the success of the pilot group can inform adjustments for the larger rollout. Evidence of targeted behaviours is a leading indicator that provides insights into the cultural shift associated with the change. Whether it’s embracing new collaboration tools or demonstrating desired leadership behaviours, these early signs of behavioural change are crucial leading indicators that align with the targeted initiative goals.
Examples of leading indicators:
Stakeholder Engagement Levels: o Frequency and quality of interactions in feedback sessions, town hall meetings, or focus groups. o Participation rates in collaborative platforms or communication channels related to the change.
Time-to-Adoption for Pilot Groups: o Speed at which the pilot group embraces the change compared to the planned adoption timeline. o Identification and analysis of factors contributing to the quick or delayed adoption.
Evidence of Targeted Behaviours: o Observation of employees exhibiting new behaviours associated with the change. o Collection of success stories or testimonials showcasing positive behavioural shifts.
Managerial Involvement Levels: o Measurement of the frequency and effectiveness of manager-led discussions about the change. o Utilization rates of manager-specific training resources and tools.
Training Effectiveness: o Assessment scores or feedback from participants to evaluate the understanding and application of training content. o Identification of areas where additional training or support may be required based on early feedback.
Change Readiness Outcomes: o Employee survey results assessing confidence in adapting to the change. o Perceptions of leadership support, benefits understanding, and overall readiness for the impending change.
Adoption Rate of Support Resources: o Utilization of resources such as help desks, support hotlines, or online knowledge repositories. o Feedback on the accessibility and effectiveness of available support channels.
Feedback Loop Effectiveness: o Implementation and assessment of feedback mechanisms to capture employee concerns or suggestions. o Demonstrated responsiveness to feedback through tangible adjustments to the change plan.
Employee Advocacy: o Identification of employees actively promoting the change within their teams. o Recognition programs or forums that highlight and celebrate employee advocacy.
Cultural Alignment Metrics: o Measurement of alignment between the desired change culture and the current organizational culture. o Indicators reflecting the adoption of new cultural norms and values associated with the change.
Change Journey Metrics: Navigating the Path to Adoption
Change journey metrics are essential for understanding how the change journey is unfolding for different stakeholder groups. Before reaching the go-live stage, organizations must track the evolution of awareness, managerial involvement, training completion rates, communication readership, and change readiness outcomes.
Awareness levels among employees indicate the effectiveness of communication strategies. Are employees informed about the upcoming changes, and do they understand the reasons behind them? Metrics such as email open rates, participation in town hall meetings, or completion of pre-change surveys can shed light on the overall awareness landscape. Managerial involvement levels are critical because managers play a pivotal role in guiding their teams through change. Metrics might include the frequency of manager-employee discussions about the change, the utilization of support resources, or the completion of manager-specific training modules.
Training completion rates are straightforward yet crucial metrics in assessing readiness. It’s not just about the quantity of completed sessions but also the quality of understanding demonstrated by participants. Incorporating assessments or feedback mechanisms within training modules can provide richer insights into the effectiveness of the training program.
Communication release readership levels help gauge the reach and impact of communication efforts. Metrics such as click-through rates on emails, views of informational videos, or attendance at virtual town hall meetings can provide valuable data on the engagement with key messages.
Change readiness outcomes encompass a range of metrics that collectively assess the organization’s preparedness for the impending change. This could include survey results measuring employees’ confidence in their ability to adapt, their perception of leadership support, and their belief in the benefits of the change.
Attribution of Adoption: Navigating the Complexity of Multiple Initiatives
In organizations with multiple concurrent initiatives, attributing adoption to specific initiatives can be challenging. Rather than engaging in complex discussions about which initiative deserves credit for particular business metrics, it is more productive to establish a small set of indicators that collectively guide the overall attribution of adoption toward specific business measures.
Consider a scenario where an organization is simultaneously implementing changes in technology, process, and organizational structure. Instead of attempting to isolate the impact of each initiative on metrics like productivity or customer satisfaction, focus on a set of indicators that collectively reflect the overall health and performance of the organization.
For instance, a combination of employee engagement scores, customer feedback trends, and operational efficiency metrics can provide a holistic view of the organization’s performance. This approach acknowledges the interconnectedness of initiatives and emphasizes the collective impact on key business outcomes.
In the realm of change management, less is often more when it comes to reporting metrics. Being targeted and selective in deriving and presenting a core set of change measures is more powerful than overwhelming stakeholders with a lengthy list of metrics. The goal is to drive behavioural change, and a concise set of focused metrics facilitates this objective.
Executive stakeholders, in particular, are unlikely to be impressed by an exhaustive list of change measures. Instead, they value insights that directly relate to the success of the initiative and its impact on overall business performance. Therefore, the emphasis should be on delivering a streamlined set of metrics that captures the essential aspects of progress and success.
For example, rather than inundating executives with a detailed breakdown of training completion rates, communication readership, and individual awareness levels, present a consolidated metric that encapsulates overall readiness. This could be a Change Readiness Index that combines various leading and lagging indicators to provide a comprehensive snapshot of the organization’s preparedness for change.
In addition to executive stakeholders, frontline employees also benefit from selective reporting. A focused set of metrics, communicated clearly and regularly, helps employees understand their role in the change journey and motivates them to contribute actively to the initiative’s success.
Navigating Success in Change Management
In the dynamic landscape of change management, selecting the right metrics is akin to navigating a complex terrain. Shifting from a defensive to an offensive posture requires strategic thinking, incorporating leading indicators, tracking the change journey, attributing adoption judiciously, and adopting a selective reporting approach.
Remember, the true measure of success lies not only in reaching metrics but in achieving the ultimate goals of the change initiative. By carefully choosing metrics that actively contribute to success, organizations can confidently navigate the complexities of change management and drive initiatives forward with purpose and precision.
As the global landscape continues to evolve, so too does the field of change management. The year 2024 promises a shift in the way organizations approach change, driven by a combination of economic factors, continued technological advancements, and the ever-increasing need for adaptability. In this article, we explore the background factors influencing the upcoming changes, and delve into seven key predictions that are set to reshape the realm of change management in the coming year.
Background
Inflation Continue to Drop: A Ray of Economic Hope
One of the pivotal factors shaping the economic landscape in 2024 is the anticipated drop in inflation. After grappling with economic uncertainties, organizations can breathe a sigh of relief as the pressure from rising costs eases. This economic respite paves the way for strategic investments and initiatives, creating a conducive environment for change.
Avoiding Recession: Building Resilience Through Change
The specter of recession has loomed large in recent years, casting a shadow on organizational stability. However, as we step into 2024, the concerted efforts to avoid recession is forecasted to have paid off. Organizations have become more resilient, honing their ability to weather economic storms through strategic change initiatives. This backdrop sets the stage for a transformative year in change management.
Key Predictions
Agile Change as Business as Usual
In 2024, the concept of Agile Change is no longer a mere ‘work in progress’ but rather an integral part of Business as Usual (BAU). Organizations have recognized the need for agility in the face of rapid change, and Agile change methodologies have transitioned from experimental to foundational. This shift represents a change in mindset, emphasizing iterative processes, collaboration, and responsiveness to evolving circumstances. After more than 10 years of agile project methodology in the market place, agile change practices are starting to become ‘the norm’.
The Rise of Adaptive/Hybrid Change Models
Building on the previous point, agility applies beyond at an ‘intra-methodology’ perspective, but also how change approaches and methodologies need to be mixed and matched to work.
The increasing pace of change demands a more flexible approach from change practitioners. The dichotomy between structure and flexibility, innovation and process-focused strategies, gives rise to adaptive and hybrid change models. The emergence of terms like “wagile” (a fusion of waterfall and agile) underscores the need for a balanced approach that combines the best of both worlds. Organizations must strike a delicate balance between structure and flexibility to navigate the complexity of modern change initiatives.
For example, in regulated business functions there may need to be quite rigid planning of exactly when the changes must take place as well as the level of consultation and engagement required. However, the actual design of different engagement, positioning and employee involvement strategies may be tested in an iterative way.
Expanding Skill Sets for Change Practitioners
To meet business needs change practitioners will need to have a broader range of skills beyond ‘people skills’. In 2024, the demand for change professionals with a broader skill set encompassing strategic thinking, digital/data literacy, and business acumen will continue to be on the rise. As change initiatives become more complex, practitioners must equip themselves with multifaceted skills to address the diverse challenges that emerge during the change process.
For example, stakeholders are increasingly looking for data for reporting purposes to get a clearer sense of how changes are tracking. Beyond sentiments and opinions, stakeholders are looking for adoption indicators as well as precise indications of the nature of impacts across the employee population.
The Ascendance of Change Portfolio Management
Change portfolio management will continue to gain increasing visibility and importance in 2024. Organizations are recognizing the need to manage change initiatives collectively, aligning them with strategic objectives. The holistic oversight provided by change portfolio management enables organizations to prioritize, monitor, and evaluate change initiatives in a comprehensive manner, ensuring that resources are optimally allocated for maximum impact.
Whilst stakeholders may not be clear of the differences between transformation, portfolio management and change portfolio management, they are clearer of the benefits required in managing people impacts, against the need to maximise business performance and change adoption.
Leveraging Change Data for Informed Decision-Making
In the evolving landscape of change management, data is no longer just a nice-to-have; it’s a necessity. In 2024, the norm becomes leveraging change data to make informed decisions. Organizations recognize the value of data analytics in understanding the impact of change, identifying patterns, and proactively addressing challenges. This data-driven approach enhances the efficacy of change initiatives and provides a foundation for continuous improvement.
It is no longer that the expectation for data-led decision making rests in project functions such as technical development, business analysis, testing and user-experience. Change management teams are also expected to demonstrate the impact of their work through data.
Increasing Use of Software in Change Implementation
The leverage of software in change implementation should see an uptick in 2024, along with general increase in software usage rates in organisations. Organizations are leveraging technology to streamline and enhance various aspects of the change management process. From change project management tools, change measurement platforms, as well as change portfolio management tools the role of software can accelerate the pace of change initiatives and supports the realisation of benefits.
AI for Change: From Wait-and-See to Full Adoption
Artificial Intelligence (AI) for change management is no longer a ‘wait-and-see’ proposition; it’s a reality in 2024. In 2023 a lot of users have sat on the fence as others argue about the risks in using AI and data security. The launch of Microsoft Co-pilot and the continued adoption of Chat GPT 4 signal a paradigm shift in how organizations approach AI. Users will over time be used to asking a chat bot, using prompts to form analysis and other AI features to augment their work. Advanced AI change tools can also assist in decision-making, predictive analytics, and even virtual facilitation, revolutionizing the efficiency and effectiveness of change processes.
In addition, there will be significant interest in change management tools that have incorporated AI features, from data and trend analysis, risk analysis to recommendations on change approaches.
As organizations navigate the complexities of 2024, change management emerges as a critical linchpin for success. The predictions outlined in this article reflect an emerging shift in the approach to managing change, from the integration of Agile methodologies to the widespread adoption of AI. Change practitioners must equip themselves with a versatile skill set to thrive in this dynamic environment, where strategic thinking, digital literacy, and adaptability are paramount. As we stand on the cusp of a transformative year, organizations that embrace these predictions are poised not only to weather the winds of change but to harness them for sustained success.
Why Nailing the Right Change Management Metrics is Critical and Can Make or Break Your Reputation
As organizations strive to adapt and thrive in dynamic environments, how change management is tracked has become a strategic imperative. However, the success of any change initiative hinges not only on effective planning and execution but also on the ability to measure and communicate its impact accurately. After all, without the right measures how do we know that we are moving in the right direction? In this article, we explore critical change management reports that executives value in shaping organizational understanding and decision-making. We delve into the metrics that may compromise your credibility and, more importantly, highlight the metrics that executives truly value, providing a roadmap to creating reports that resonate with leadership.
Reading your executives and where they are
Prior to designing the right change management reports and metrics it is absolutely essential that you understand where they are coming from. Understanding their key concerns and perspectives will help you design the right content to engage them. Key questions you may want to delve into include:
What issues are top of mind for executives when it comes to managing change?
What has worked or not worked well in the past for change that should be taken into account?
How experienced are these executives in driving complex change?
Putting your strategic hat on, what are the key business performance challenges that executives are facing into? What are the people and change connections to these?
What are the top key organisational risks that executives are focused on? What are the people and change connections to these?
Metrics That May Downgrade Your Credibility
Vanity Metrics – Metrics That Don’t Connect to Business Outcomes
One of the pitfalls in change management reporting is the reliance on vanity metrics—superficial measures that may look impressive but lack a direct connection to tangible business outcomes. Metrics such as the number of training hours delivered, numbers of stakeholder groups who received communications or the volume of communication materials distributed might seem impressive and easy to measure, but they provide little insight into the real impact of the change on the organization.
Executives are not interested in surface-level data; they want to understand how the change contributes to the achievement of strategic objectives and positively influences key performance indicators. To enhance credibility, change management reports must move beyond vanity metrics and focus on indicators that align with broader business goals.
Activity Metrics – Counting Without Context
Measuring the sheer volume of activities related to a change initiative can be misleading, or worse, meaningless, if not accompanied by context and relevance. Activity metrics, such as the number of workshops conducted, numbers of impact assessment activities conducted, number of deliverables worked on, or emails sent, might create an illusion of progress. However, these metrics fail to provide insights into the quality of engagement, the depth of understanding among employees, or the actual impact on work behaviours. Operational managers may find these interesting, but less likely for executives.
Instead of focusing solely on activities, change management reports should emphasize the effectiveness of these activities in driving desired outcomes. Metrics should, instead, highlight the quality of engagement, the level of understanding, and the behavioural shifts observed within the organization.
Cost-Focused Metrics – Counting Dollars Without Value
While cost-related metrics are important for financial stewardship, solely focusing on cost without considering the value generated by the change can undermine the perceived success of the initiative. Metrics such as the budget spent or the cost per participant may provide financial insights but do not necessarily convey the broader impact on organizational performance.
Change management reports should focus more on value metrics than cost metrics. Focusing purely on cost is restricting the value of managing change as another cost to the business. However, focusing on the value created in maximising business performance and achieving greater adoption can significant extend the understanding of change management value. Executives are interested in understanding what business value is created through managing change. Value includes how the targeted benefits are better realised and how the business performance is protected or maximised during the implementation of change.
Intra-Practice Metrics – Metrics That Only Change Management Cares About
It’s a common misstep to develop metrics that only resonate within the change management function but fail to capture the attention of other business units or executives. Metrics that focus exclusively on communication buzz generated, training satisfaction rates, or employee satisfaction with change processes might be valuable for internal assessments but lack the relevance needed to engage executives.
Even the focus on change maturity, that is often the single most critical focus for change management functions, may or may not appeal to a lot of executives. Unless you have already taken the executives on the journey of why focusing on change maturity is critical and you have them fully onboard with this, treat carefully in reporting on change maturity metrics.
At executive level, change management reports should transcend departmental boundaries and speak to the broader organizational impact. This means that your focus should be on reporting at a portfolio level and key strategic initiatives as relevant. Focus on generating insights of what the totality of changes mean to the organisation, and what employee experiences are across multiple initiatives. Metrics should also align with strategic goals and showcase how the change initiatives contributes to overarching business objectives.
The Right Metrics
I. Change Readiness Metrics – Assessing the Pulse of the Organization
Change readiness metrics serve as a barometer for understanding how prepared an organization is for a change initiative. To provide meaningful insights, these metrics should delve into the engagement journey, capturing key elements such as awareness, involvement, and participation.
Awareness: Measure the level of understanding and awareness of the upcoming change across different employee segments.
Involvement: Assess the degree to which employees are actively engaged in the change process, seeking their input and involvement.
Participation: Evaluate the extent to which employees are actively participating in change-related activities and initiatives.
Data Collection Methodology
Utilize a mix of quantitative and qualitative methods to gather data, including surveys, focus groups, and feedback mechanisms.
Ensure a representative sample across different organizational levels and functions to capture a comprehensive view of readiness.
Change Readiness Topic Areas
1. Awareness Assessment:
This section evaluates the extent to which employees are aware of the impending changes across initiatives. It includes an analysis of communication effectiveness, the clarity of messaging, and the overall visibility of the change initiatives. Metrics may encompass the percentage of employees who understand the change purpose and the reach of communication channels.
2. Involvement Evaluation:
Involvement is a key factor in gauging how actively employees are participating in the change process. This explores the degree to which employees feel engaged and have opportunities to contribute to the planning and decision-making aspects of the change. Employees may not have the opportunities to contribute to all types of change initiatives but for those that are relevant this can be quite insightful. Metrics include participation rates in change-related workshops, the number of submitted suggestions, and levels of engagement in feedback sessions.
3. Perceived Impact:
This area delves into employees’ perceptions of how the changes will affect them personally and professionally. It includes an analysis of perceived benefits, risks, and the overall impact on day-to-day responsibilities. Metrics may encompass the percentage of employees who feel well-informed about the impact of the change and qualitative insights from open-ended survey questions.
4. Change Champions performance:
Identifying and nurturing change champions can be crucial for successful change implementation, especially across the change portfolio. The presence of key business change champions who actively support and advocate for the changes within their teams and business units can shed light on how the change is performing. Metrics include the presence of key change champions across business areas, their engagement levels, and the effectiveness of their engagement strategies within their respective departments.
5. Learning and Development Readiness:
Learning and development play a vital role in equipping employees with the skills necessary for the upcoming changes. This section evaluates the organization’s readiness to deliver learning programs effectively, including the availability of resources, the alignment of learning content with change objectives, and the accessibility of learning materials. This can be outlined not just at initiative levels, but from business unit perspectives. Different business units may have different processes and channels from which to deploy learning and development across initiatives. The readiness and maturity of these can make or break the adoption of changes.
6. Resource Allocation and Availability:
Change initiatives often require additional resources, and this section examines the organization’s capacity to allocate and provide the necessary resources for a smooth transition. Metrics include the allocation and availability of SME resources, business representatives, the availability of technology and tools, and the overall preparedness of support functions for the myriad of change initiatives. Is there adequate allocation of these resources? For example, for digital transformation is there still reliance on manual work processes that should be upgrade to drive efficiency and effectiveness?
7. Leadership Alignment:
Leadership alignment is a critical factor influencing change readiness. This section evaluates the extent to which various leaders are aligned with the change vision and actively communicate their support. Metrics encompass leadership messaging consistency, visibility, and the perceived commitment of leaders to the success of the change.
8. Employee Feedback Mechanisms:
Establishing effective feedback mechanisms is essential for continuous improvement during change initiatives. This section assesses the availability, content and effectiveness of channels through which employees can provide feedback, ask questions, and express concerns. Metrics include response rates to feedback requests, the variety of feedback channels used, and themes of responses from targeted employee groups.
Change Readiness Data Collection Methods
Collecting data on change readiness is a crucial step in understanding an organization’s preparedness for a change initiative. Various approaches can be employed to gather relevant information. Here’s a list of key approaches:
Surveys and Questionnaires
Focus Groups
Interviews
Observation
Benchmarking
Document Analysis
Readiness Workshops
Network Analysis
Online Platforms and Social Listening
Pulse Surveys
Interactive Assessments
II. Change Journey Analytics – Navigating the Transformation Landscape
Change journey analytics provide a view of what key employee change experience highlights are, including insights on any behavioural changes, attitudinal changes, the volume of changes and how changes are being driven against key business performance challenges.
Change Volume Risks
Change volume risk measures highlight key change impact volumes across the business over time, with key call outs on any risks on heightened change periods. The volume and nature of changes can be mapped against strategies to indicate to what extent the level and pace of impacts are aligned with strategic plans
Change Activity Design
The totality of change management activities across initiatives from the lens of impacted employee groups should be analysed with potential risks highlighted including the alignment of learning content, communication message consistency and alignment, and to what extent there maybe excessive or below expected types of change activities in facilitating the change journeys
Single View of Change of BAU and Strategic Initiatives
Provide a consolidated view of ongoing business-as-usual (BAU) changes alongside strategic initiatives. This ensures that executives have a comprehensive understanding of the organizational change landscape. From the perspective of the impacted change stakeholders or employee groups, they may not care about the source of the change and whether it is strategic or not. BAU initiatives may also be even more impactful than strategic initiatives.
Business Performance
Link change activities to business performance metrics. Demonstrate how the change initiative contributes to key performance indicators and strategic goals. Also shed light how the nature and volume of changes may or may not impact the overall business performance. Executives are focused on keeping the business running successfully during change implementation as much as possible, with minimum disruption
Nurturing Lasting Transformation: The Role of Adoption Analytics in Sustainable Change
When we discuss adoption analytics, we transcend the traditional boundaries of project management. While implementation marks the beginning of change, adoption analytics guide us through the more profound stages, measuring the extent to which the organization has embraced and embedded the change. It’s about ensuring that the seeds of change and transformation take root, flourish, and yield sustainable benefits.
1. Business Performance Metrics: Gauging Impact on Organizational Vital Signs
To truly understand the success of change initiatives, one must look beyond the surface and delve into its impact on key business performance metrics. This involves a holistic examination of factors such as productivity, efficiency, and customer satisfaction (depending on what the changes are).
Productivity: Assessing the changes’ effects on productivity involves measuring the organization’s output and efficiency post-implementation. Has there been an increase in task completion rates, a reduction in errors, or an enhancement in overall workflow efficiency?
Efficiency: Changes often aim to streamline processes and enhance efficiency. Analyzing the efficiency metrics helps determine whether the new procedures or tools have resulted in a smoother and more effective workflow.
Customer Satisfaction: In many cases, change initiatives are driven by a desire to improve customer experience. Adoption analytics in this context involve gauging customer satisfaction levels, whether through surveys, feedback mechanisms, or other relevant indicators.
By examining these metrics, organizations can gauge the real impact of the change on their vital signs, ensuring that the intended improvements manifest in tangible and measurable ways.
2. Benefit Realization: From Anticipation to Tangible Outcomes
Anticipated benefits form the backbone of any change initiative, but true success lies in the tangible realization of these expected outcomes. Benefit realization assessment through adoption analytics involves tracking key performance indicators (KPIs) directly influenced by the change.
Tracking KPIs: Identify and monitor KPIs that are closely tied to the specific objectives of the change. These could include financial metrics, customer retention rates, employee engagement scores, or any other relevant indicators.
Tangible Outcomes: Work hand-in-hand with initiative benefit owners to ensure clear ownership and tracking of benefits. Establish a system that allows for the ongoing assessment of whether the anticipated benefits are being realized in practice.
Continuous Improvement: Benefit realization is an ongoing process. Regularly review and adjust strategies based on the data collected. This iterative approach ensures that the organization remains agile, adapting to changing circumstances and continuously optimizing the impact of the change.
Collaboration with Initiative Benefit Owners: A Crucial Element
A vital aspect of successful adoption analytics is collaboration with initiative benefit owners. These are individuals or teams responsible for overseeing the realization of anticipated benefits. Establishing clear ownership ensures accountability and facilitates a more targeted and effective approach to tracking and optimizing outcomes.
Clear Communication: Foster open lines of communication between change management teams and initiative benefit owners. Clearly communicate the expected benefits and collaborate on defining relevant metrics and tracking mechanisms.
Regular Check-Ins: Establish a framework for regular check-ins to assess progress, identify challenges, and strategize for ongoing success. These check-ins provide an opportunity to recalibrate efforts based on real-time insights.
Data-Driven Decision Making: Encourage initiative benefit owners to make data-driven decisions. Regularly review adoption analytics data together, and use these insights to inform strategic adjustments, ensuring that the organization is on a trajectory towards sustained success.
Adoption analytics are the linchpin in the journey from change initiation to sustainable integration. By meticulously measuring the impact on business performance and diligently tracking benefit realization, organizations can ensure that their transformative efforts result in lasting and meaningful change. Collaboration with initiative benefit owners enhances this process, fostering a culture of continuous improvement and adaptability that is crucial for navigating the ever-evolving landscape of organizational transformation.
Change practitioners may not be involved in all aspects of benefit realization and tracking. It could be that the focus is on ‘people’ and behaviour elements of changes that contribute to benefit realization. Incorporating these metrics into change management reports offers a comprehensive view of the change journey, from initial readiness to long-term adoption and benefits realization.
Crafting Compelling Change Management Reports
In the fast-paced world of change management, the ability to convey the impact of initiatives through well-crafted reports is a skill that cannot be underestimated. Executives require more than superficial metrics; they demand a nuanced understanding of how change aligns with strategic goals and influences organizational performance.
By steering clear of vanity metrics, activity-focused measurements, and overly cost-centric reporting, change management professionals can elevate their credibility and influence within the organization. Instead, a focus on change readiness, journey analytics, and adoption metrics provides a holistic perspective that resonates with executives, ensuring that the true value of change initiatives is accurately portrayed.
To gear up for the digital/AI-enabled world that we are already in, change practitioners should also be ready to adopt a range of digital tools to better present and converse about change management reports in a way that is interactive, and easy to generate data insights. Executives may ask a series of questions to probe deeper into the data, or want access themselves to be able to look into certain data points. The ability to answer these questions straight away using digital solutions will be the key to creating confidence, impact and trust with executives.
As organizations continue to navigate the complexities of change, the importance of insightful reporting cannot be overstated. It is not just about delivering change; it is about articulating its impact in a language that executives understand and appreciate. In doing so, change management professionals become not just implementers of change but strategic partners in driving organizational success. This is ultimately the goal for change teams and change practices.
