During a change initiative, what can organizations use to identify or verify truly objective and measurable success? What does your organization utilize to measure its level of success?
When measuring change success leaders mush realize it is not just a one-time event at the end of the change management process; it should be an ongoing practice integrated at every stage. Regular evaluation allows organizations to be proactive in addressing issues, mishaps, or misunderstandings before they become major problems. By continuously measuring success, organizations can spot potential challenges, collect feedback, and make necessary adjustments, preventing the need to reverse or undo newly implemented processes, systems, or ways of working after their introduction. Gottfredson, Schaubet, & Babcock (2008) suggests, “what we call breakthrough performance is the kind that positions nonprofits to create high levels of social impact and lasting change. Nonprofits that deliver great results over time are best positioned to survive, grow, and have an impact.” Our company provides all the management support that a charter school would need during startup and beyond. We rely heavily on data analysis, key performance indicators, benchmarks and internal assessments and reviews to project needed changes and initiatives. We leverage data and analytics to measure the impact of the change initiative. This may involve analyzing various metrics, such as sales data, operational efficiency, employee performance, customer feedback, or market share. By examining these data points, we can objectively assess the success of the change effort. We also establish specific key performance indicators (KPIs) that align with the objectives of the change initiative. These indicators should be quantifiable and measurable, allowing progress to be tracked objectively. Some examples of KPIs that we use include increased sales revenue, reduced costs, improved customer satisfaction ratings, or enhanced employee productivity. Izquierdo (2022), “processes are a part of every company’s operations. How well an organization implements and executes these processes affects the company’s effectiveness. Operational performance impacts all parts of the business, from controlling costs to delivery of a product or service to clients.” Collaboration among the project sponsor, project team, and change management team is crucial in defining meaningful measures for the project’s success. Together, they should determine the specific metrics and indicators that align with the project’s objectives and desired outcomes. Additionally, establishing a regular cadence for collecting and reviewing data ensures that progress is consistently monitored and evaluated. This collaborative approach allows for a comprehensive and well-informed assessment of the project’s performance and facilitates timely adjustments and decision-making. In summary, measuring change success at every stage of the change management process is a proactive approach that enables organizations to address challenges, mitigate resistance, and make necessary adjustments in a timely manner. By doing so, organizations can minimize disruptions, enhance adoption, and increase the overall success of their change initiatives.
References:
Gottfredson. M, Schaubet, S., & Babcock, E. 2008. Achieving Breakthrough Performance. Stanford Social Innovation Review.
Izquierdo, R. 2022.How to Implement Process Improvements for Your Small Business. https://www.fool.com/the-ascent/small-business/project-management/articles/process-improvement/
Any company will experience change at some point. An organization will assess the change journey before, through, and after implementation to gauge the success of change initiatives. Effective change management occurs on two levels: first, people modify their job, and second, an organization gives them the structures, tools, and procedures to facilitate the change. Change management metrics and key performance indicators (KPIs) are the centers of attention for a change program. n.d. (Prosci) These could consist of behavioral change observations, usage and utilization data, compliance reports, usage and engagement surveys, employee feedback, and employee satisfaction surveys (Kotter, 2012, p. 129). To “get as many people as possible acting to make the vision a reality” is the aim of the change, according to Kotter (2012, p. 83). The difference gains momentum when all employees prioritize it and share a common vision. “In a successful transformation,” according to Kotter (2012), “managers actively seek out ways to obtain clear performance improvements, establish goals in the yearly planning system, achieve the objectives, and reward the people involved with recognition, promotions, and even money.”
My organization uses a hospital consumer evaluation of healthcare providers and systems (HCAHPS) survey. This comprehensive survey aids clients in accelerating and enhancing their efforts to improve all areas. Patients who have benefited from this group can comment on their entire hospital stay. The survey assists in identifying the places where our organization needs to improve the most. We also use an annual employee engagement survey distributed to all workers. Once again, the study aids top leaders in determining how employees view the company and what needs to be improved.
