Editor's Note: Take a look at our featured best practice, Soft Side of Change Management (20-slide PowerPoint presentation). This document contains 6 frame Change Management frameworks that deal with the "soft" side of managing effective organizational change:
1. Dimensions of Change
2. Emotional Cycle of Change
3. Ingredients of Change
4. Level of Commitment
5. Phases of Team Building
6. Trust [read more]
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In the main, this failure rate stems from none other than McKinsey and Company who since 2006 have surveyed some 6,800 “CEO’s and senior executives” who had experienced a significant performance transformation in the last 5 years.
Many have used this headline in a plethora of blogs, articles, and adverts, which have been used as a way for individuals and companies to generate business/sell their wares, be it consultancy services, seminars, workshops, etc.
In the article, I talk about how we measure success/failure in the context of change initiatives e.g.:
The traditional way … measure success/failure against your original Business Plan in which there should be clear and detailed Business Benefits.
Other ways…
Measuring the relative contribution that change management provides to a project’s overall ROI, conducting an in-depth retrospective analysis of similar cases with like objectives to identify common investment criteria and parameters, measuring organizational readiness or agility for change.
On time, on budget, all technical objectives met, all business objectives met, all human objectives met.
This has been the subject of many a previous debate here on LinkedIn, but, more importantly, I believe this should be an area of great interest to us “change practitioners,” because, in the face of the “70%” headline, we need to show how we add value and demonstrate we are actually good at what we do.
Interestingly, I recently found a blog from Prosci called Measurement to Determine the Return on Change Management, which kind of aligns to what I want to do. In it, their Chief Development Officer Tim Creasey and Master Instructor Scott Rossis discuss Prosci’s “Change Scorecard:”
So, what is it I want to do?
I want to see if there is enough interest in developing/participating in a survey to try and understand how “outcomes” (I call them that rather than focus on “success” or “failure”) are measured in the context of change initiatives.
Definition of an outcome:
Merriam Webster: something that happens as a result of an activity or process.
The Free Dictionary: something that follows from an action, dispute, situation, result, consequence.
Business Dictionary: determination and evaluation of the results of an activity, plan, process, or program and their comparison with the intended or projected results. THIS ONE DOES IT FOR ME!
Oxford Dictionaries: the way a thing turns out; a consequence.
The “doodle graphic” I have used at the top of this article is my initial attempt at some of the areas/questions that I think could be used as the basis of the survey, e.g.:
The left-hand side (1) being measurement related activity
Project Plan.
Measures Used.
Implementation Outcomes.
The right-hand side (2) being supporting activity:
Team Structure.
Governance Structure.
Type of Project.
Undoubtedly, there will be many others that I haven’t thought of.
The IBM Making Change Work Study actually do something similar every 3-years with input from some 1,500, what they call, “real life practitioners” such as:
Subject Matter Expert/Reviewer.
Project Team Member.
Change Manager.
Project Manager.
Initiator/Project Sponsor.
But, hey!, I am no McKinsey or IBM or Prosci and I would never ever deign to try and compete with those venerable institutions. I am a mere mortal that thinks a survey of this kind developed by practitioners with input from practitioners would be kind of cool to do. And, I do like to do something that is maybe just a little bit different!
So, what exactly is it I am after?
In the first instance, I would like some “virtual” volunteers to help me to determine the focus of the survey and its structure & content… between 5 and 10 should do it (I already have two). I did something like this a couple of years ago with another survey and it worked well; e.g., we exchanged information and ideas via e-mail and Skype and eventually reached a consensus on the final survey. There are some caveats to this:
The survey should be at a relatively simple level and not be overcomplicated.
Volunteers should come from the “change practitioner” community and be actively involved in delivering change on a day-to-day basis.
Anyone who volunteers should also take part in the survey.
My initial thoughts regarding the survey are:
How do we select survey participants e.g.:
There will already be those that respond to this article so “a bird in the hand is better than two in the bush” but potentially that will not attract enough people to make the survey sample representative? So do we …
Put out a generic “do you want to participate” request in LinkedIn “change” related Groups? And/or …
Message LinkedIn 1st “change” connections asking them if they would like to participate?
How do we select on what basis we conduct the survey e.g.:
Do we ask participants to select a specific Programme/Project?
Do we ask people to suggest a number of Programmes/Projects in which they have been involved without letting us know the outcomes and then select one, some or all of them?
How do we survey?
Survey Monkey (I only have a basic account which limits me to 10 questions)?
Word?
Excel?
Other?
Length of survey e.g.:
Should it be ongoing?
Should there be a “please input before” date?
No doubt there will be many other considerations, but we can deal with these when the time is right.
I am not sure whether I am “biting off more than I can chew” but hey you never know until you try.
This "new and improved" A Comprehensive Guide to Change Management,, which replaces my previous "best seller" of the same name, contains everything (well nearly everything) you would ever want to know about Change Management. This slide-deck now contains over 580 slides which includes [read more]
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"The only constant in life is change." – Heraclitus
Such is true for life, as it is for business. The entire ecosystem our organization operates in—our customers, competitors, suppliers, partners, the company itself, etc.—is constantly changing and evolving. Change can be driven by emerging technology, regulation, leadership change, crisis, changing consumer behavior, new business entrants, M&A activity, organizational restructuring, and so forth.
Thus, the understanding of, dealing with, and mastery of the Change Management process is one of the most critical capabilities for our organization to develop. Excellence in Change Management should be viewed as a source of Competitive Advantage.
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Successful change isn't just about strategies--it's about people. The McKinsey Influence Model of Leading Change offers a unique, research-backed approach that differentiates itself from other change leadership frameworks by focusing on what truly drives behavioral transformation. Unlike [read more]
Seventy percent of change programs fail, according to the April 2001 Harvard Business Review article, "Cracking the Code of Change". According to Bain & Company, businesses that implement fast, focused, and simultaneous change programs can create enormous and long-lasting shareholder value. [read more]
Change is the only constant in the work environment today. However, a McKinsey study revealed that 70% of change programs fail, most often due to resistance from employees. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human side of change [read more]