The Danger of Using Go Lives to Report on Change Management Impacts

by The Change Compass | Change Measurement, Designing change

In the world of change management, Go Lives are often seen as significant milestones. For many project teams, these events represent the culmination of months or even years of hard work, signaling that a new system, process, or initiative is officially being launched. It’s common for stakeholders to view Go Lives as a key indicator of the success of a change initiative. However, while Go Lives are undeniably important, relying on them as the primary measure of change impact can be misleading and potentially harmful to the overall change effort.

Go Lives are just one piece of the puzzle. Focusing too heavily on these milestones can lead to an incomplete understanding of the change process, neglecting crucial activities that occur both before and after Go Live. Let’s outline the risks associated with using Go Lives to report on change management impacts and offers best practices for a more holistic approach.

Go Lives: A Double-Edged Sword

Go Lives are naturally a focal point for project teams. They represent a clear, tangible goal, and the success of a Go Live can boost morale, validate the efforts of the team, and provide a sense of accomplishment. From a project delivery perspective, Go Lives are critical. They signal that the project has reached a level of maturity where it is ready to be released to the broader organization. In terms of resourcing and business readiness, Go Lives ensure that everything is in place for the new system or process to function as intended.

However, the very attributes that make Go Lives attractive can also make them problematic as indicators of change impact. The simplicity and clarity of a Go Live event can lead stakeholders to overestimate its significance, from a impacted business perspective. The focus on Go Lives can overshadow the complex and often subtle changes that occur before and after the event. While a successful Go Live is necessary for change, it is not sufficient to guarantee that the change will be successful in the long term.

The Pre-Go Live Journey: Laying the Foundation for Change

A significant portion of the change management journey occurs long before the Go Live date. During this pre-Go Live phase, various engagement and readiness activities take place that are critical to shaping the overall impact of the change. These activities include town hall meetings, where leaders communicate the vision and rationale behind the change, and briefing sessions that provide detailed information about what the change will entail.

Training and learning sessions are also a crucial component of the pre-Go Live phase. These sessions help employees acquire the necessary skills and knowledge to adapt to the new system or process. Discussions, feedback loops, and iterative improvements based on stakeholder input further refine the change initiative, ensuring it is better aligned with the needs of the organization.

These pre-Go Live activities are where much of the groundwork for successful change is laid. They build awareness, generate buy-in, and prepare employees for what is to come. Without these efforts, the Go Live event would likely be met with confusion, resistance, or outright failure. Therefore, it is essential to recognize that the impact of change is already being felt during this phase, even if it is not yet fully visible.

Post-Go Live Reality: The Real Work Begins

While the Go Live event marks a significant milestone, it is by no means the end of the change journey. In fact, for many employees, Go Live is just the beginning. It is in the post-Go Live phase that the true impact of the change becomes apparent. This is when employees start using the new system or process in their daily work, and the real test of the change’s effectiveness begins.

During this phase, the focus shifts from preparation to adoption. Employees must not only apply what they have learned but also adapt to any unforeseen challenges that arise. This period can be fraught with difficulties, as initial enthusiasm can give way to frustration if the change does not meet expectations or if adequate support is not provided.

Moreover, the post-Go Live phase is when the long-term sustainability of the change is determined. Continuous reinforcement, feedback, and support are needed to ensure that the change sticks and becomes embedded in the organization’s culture. Without these ongoing efforts, the change initiative may falter, even if the Go Live event was deemed a success.

The Risk of Misleading Stakeholders

One of the most significant dangers of focusing too heavily on Go Lives is the risk of misleading stakeholders. When stakeholders are led to believe that the Go Live event is the primary indicator of change impact, they may not fully appreciate the importance of the activities that occur before and after this milestone. This narrow focus can lead to a number of issues.

Firstly, stakeholders may prioritize the Go Live date to the exclusion of other critical activities. This can result in insufficient attention being paid to pre-Go Live engagement and readiness efforts or to post-Go Live adoption and support. As a consequence, the overall change initiative may suffer, as the necessary foundations for successful change have not been properly established.

Secondly, stakeholders may develop unrealistic expectations about the impact of the change. If they believe that the Go Live event will immediately deliver all the promised benefits, they may be disappointed when these benefits take longer to materialize. This can erode confidence in the change initiative and reduce support for future changes.

Finally, a narrow focus on Go Lives can create a false sense of security. If the Go Live event is successful, stakeholders may assume that the change is fully implemented and no further action is required. This can lead to complacency and a lack of ongoing support, which are essential for ensuring the long-term success of the change.

Best Practices for Reporting Change Management Impact

To avoid the pitfalls associated with relying on Go Lives as indicators of change impact, change management practitioners should adopt a more holistic approach to reporting. This involves considering the full scope of the change journey, from the earliest engagement activities to the ongoing support provided after Go Live. Here are some best practices for reporting on change management impact:

Integrate Pre-Go Live Metrics:
- Track and report on engagement activities, such as attendance at town hall meetings, participation in training sessions, and feedback from employees.
- Monitor changes in employee sentiment and readiness levels throughout the pre-Go Live phase.
- Report on aggregate pan-initiative change initiative impost on business units, pre-Go Live
Emphasize Post-Go Live Support:
- Develop metrics to measure the effectiveness of post-Go Live support, such as the number of help desk inquiries, employee satisfaction with the new system, and the rate of adoption.
- Highlight the importance of continuous feedback loops to identify and address any issues that arise after Go Live.
- Communicate the need for ongoing reinforcement and support to stakeholders, emphasizing that change is an ongoing process
- Report on post-Go Live adoption time impost expected across initiatives
Provide a Balanced View of Change Impact:
- Ensure that stakeholders understand that Go Live is just one part of the change journey and that significant impacts occur both before and after this event.
- Use a combination of quantitative and qualitative data to provide a comprehensive view of change impact.
- Regularly update stakeholders on progress throughout the entire change journey, not just at the time of Go Live.
Manage Expectations:
- Clearly communicate to stakeholders that the full impact of the change may not be immediately visible at the time of Go Live.
- Set realistic expectations about the timeline for realizing the benefits of the change.
- Prepare stakeholders for potential challenges in the post-Go Live phase and emphasize the importance of ongoing support.

While Go Lives are important milestones in the change management process, they should not be used as the sole indicator of change impact. The journey to successful change is complex, involving critical activities before, during, and after the Go Live event. By adopting a more holistic approach to reporting on change management impact, practitioners can provide stakeholders with a more accurate understanding of the change journey, manage expectations more effectively, and ensure the long-term success of the change initiative.

The key takeaway is that change management is not just about delivering a project; it’s about guiding an organization through a journey of transformation. Go Lives are just one step in this journey, and it is the responsibility of leaders to ensure that every step is given the attention it deserves.

Data driven revolution: The Crucial Role of Strategic Change Data Management

by The Change Compass | Change maturity, Change Measurement

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.

Making impact with change management charts – Infographic

by The Change Compass | Change Measurement

How do we make an impact by selecting the right change management charts for the points we are trying to make?

Which charts should we be choosing?

Are there tips to make it easier for the audience to understand?

What are some common pitfalls in creating effective charts?

Check out our infographic by clicking this link to download it.

To read more about storytelling through change management data, check out our Ultimate Guide to Storytelling with Change Management Data.

Next Entries »