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.

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