flevyblog

Flevy Blog is an online business magazine covering Business Strategies, Business Theories, & Business Stories.
MANAGEMENT & LEADERSHIP STRATEGY, MARKETING, SALES OPERATIONS & SUPPLY CHAIN ORGANIZATION & CHANGE IT/MIS Other

Using Measures to Get the Most out of Your Change Initiative

Editor's Note: Take a look at our featured best practice, A Comprehensive Guide to Change Management (586-slide PowerPoint presentation). 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 [read more]

Also, if you are interested in becoming an expert on Change Management, take a look at Flevy's Change Management Frameworks offering here. This is a curated collection of best practice frameworks based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. By learning and applying these concepts, you can you stay ahead of the curve. Full details here.

* * * *

There are plenty of statistics indicating that a high number of change initiatives fail. Any organization can turn those statistics on their head by doing one thing; USING their measures. Not just creating them; using them. When you use measures the right way, you reinforce your change message through multiple avenues and in several ways, moving people through their change journey quicker and on to successful adoption of the change.

Generally speaking, there are two problems we encounter when working with measures; creating the measure and then using what we created.

Creating measures

You hear it a lot, “What gets measured gets done.” And most people agree that measuring a change is a good idea. If you search on line for ideas or recommendations on creating measures, you will find ample resources. If you are not careful, you will get lost in all the methods and terminology surrounding the basic activity of creating a meaningful measure. In some ways, we have made building a measure more complicated than it needs to be.

Because of the various terms used to describe measuring something, in this paper I am using the term “measures” in place of what in your organization may be called measures, or metrics, or indicators (leading and lagging), Performance Indicators, Key Performance Indicators, Critical Performance indicators, scorecards, dashboards, etc.

I won’t add to the millions of hits on line on how to create a measure of success. But de-clutter the activity of creating measures. Put the terminology aside and remember to keep it simple. Select measures that are obtainable, don’t require a huge time investment to capture, and fit your change and your organization. In many cases, some of the measures you need already exist in the organization, so don’t reinvent the wheel.

Using measures

Once you have your measures in hand, you encounter the next challenge; where to use them. So many times I have seen measures created with no place to go. They are not reviewed in leadership team meetings. They may get seconds of attention at a town hall. They fail to make it on internal social media platforms, they are not pulled out during Gemba walks, etc. What a lost opportunity.

It is understandable because measuring our work is uncomfortable and makes us vulnerable. There is uncertainty on what the measures will show. There is fear of failure, fear of losing status among peers and leaders, fear of getting more work if the measure goes the wrong way. It is much safer to hide the data and show it only if it looks good.

Creating the measures and then finding a place to display and explain what they are showing are two HUGE hurdles. From my experience, it is the second one, using our measures, where we fall down. And yet if we used measures properly, we’d reinforce the progress of our change, and improve the chances of success in our change initiatives.

Measures tell our story

There are many good reasons to measure progress and outcomes on a change initiative. I think the best way to look at measures is that they tell us a story. They tell us how we are doing, when we are doing well, when we are not. They challenge our assumptions because measures contain real and current data, while our assumptions may not. The story that measures tell helps us to learn and reinforces a learning environment at work. The story they tell sets a foundation for further continuous improvement efforts. Most important, measures tell us when we have reached our goals and show how we got there. All of this, this measurement story, can be used to reinforce your change initiative.

Opportunities

Measures in a change initiative pay you back multiple times over, if you use them. Your communications team will love having measurement data to use in their messaging. They can craft updates for meetings, town halls, poster campaigns, infographics, updates on social media, video and email campaigns.

Better yet, measurement data gives sponsors more to talk about. Sponsors legitimize the change by communicating about the change frequently and driving consequences. Measurement data provides the opportunity to do both.

There is no better way to talk with others about a topic than with data. What a gift! The measure of progress also helps the sponsor deliver consequences, both praise and reprimand, reinforcing with those watching that the sponsor is involved with the change and that the change is important enough to measure and to talk about the results. Measures create wonderful content for sponsors.

For those with visual factory boards, measures should command real estate on the shop floor. This constantly reinforces that the change is important, and shows the progress made.

Reinforce the change

All of this reinforces the change. Measuring the change gives you information, but you must use it. And when you do, you reinforce awareness about the change, sponsorship for the change, communication and motivation for the change.

To justify a change, the benefits should outweigh the hurdles. With measures, the hurdles are fighting through the jungle of terminology and methodology to create them, and the fear of losing face if the published data looks bad. The benefits are increasing awareness of the change with your target audience, giving sponsors the data and tools to do their job, giving communication teams material for messaging, building out a meaningful visual factory, and reinforcing the change every time an employee speaks with the sponsor, gets an update on email or social media, or looks across the shop floor at the visual factory board. I think the Measures win this one. Use them!

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]

Want to Achieve Excellence in Change Management?

Gain the knowledge and develop the expertise to become an expert in Change Management. Our frameworks are based on the thought leadership of leading consulting firms, academics, and recognized subject matter experts. Click here for full details.

"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.

Learn about our Change Management Best Practice Frameworks here.

Readers of This Article Are Interested in These Resources


32-slide PowerPoint presentation
Change Management Process is essential Process in Service Transition. Process is contained in ITSM best practices. Document describes the process in detail including Process flow, key definitions, process roles, CSFs, KPIs, Risks and Challenges. This comprehensive PPT on Change Management [read more]


 
73-slide PowerPoint presentation
 
 
19-slide PowerPoint presentation

About John Pryor

John Pryor is an accomplished Change Management leader and host of Change-Corner.com. He has spent the last 12 years leading and consulting on organizational change on a global level. You can connect with John through LinkedIn or through his website Change-Corner.com.

, , , , ,



Complimentary Business Training Guides


Many companies develop robust strategies, but struggle with operationalizing their strategies into implementable steps. This presentation from flevy introduces 12 powerful business frameworks spanning both Strategy Development and Strategy Execution. [Learn more]

  This 48-page whitepaper, authored by consultancy Envisioning, provides the frameworks, tools, and insights needed to manage serious Change—under the backdrop of the business lifecycle. These lifecycle stages are each marked by distinct attributes, challenges, and behaviors. [Learn more]

We've developed a very comprehensive collection of Strategy & Transformation PowerPoint templates for you to use in your own business presentations, spanning topics from Growth Strategy to Brand Development to Innovation to Customer Experience to Strategic Management. [Learn more]

  We have compiled a collection of 10 Lean Six Sigma templates (Excel) and Operational Excellence guides (PowerPoint) by a multitude of LSS experts. These tools cover topics including 8 Disciplines (8D), 5 Why's, 7 Wastes, Value Stream Mapping (VSM), and DMAIC. [Learn more]
Recent Articles by Corporate Function

  

  

  

  

  

The Flevy Business Blog (https://flevy.com/blog) is a leading source of information on business strategies, business theories, and business stories. Most of our articles are authored by management consultants and industry executives with over 20 years of experience.

Flevy (https://flevy.com) is the marketplace for business best practices, such as management frameworks, presentation templates, and financial models. Our best practice documents are of the same caliber as those produced by top-tier consulting firms (like McKinsey, Bain, Accenture, BCG, and Deloitte) and used by Fortune 100 organizations. Learn more about Flevy here.
  


OUR CORE OFFERINGS
Flevy Marketplace: Top 100
· Strategy & Transformation
· Digital Transformation
· Operational Excellence
· Organization & Change
· Financial Models
· Consulting Frameworks
· PowerPoint Templates
FlevyPro (Subscription Service)
KPI Library
Streams (Functional Bundles)
Flevy Executive Learning (FEL)
PowerPoint Services

FREE Resources

About Flevy
Management Topics
Marcus (AI-Powered Consultant)
Partner Program
LinkedIn Influencer Marketing
FAQ / Terms / Privacy / Blog
Contact Us: support@flevy.com



CONNECT WITH US!
       
TOP 100 TRENDING TOPICS
Acquisition Strategy
Agile
Analytics
Artificial Intelligence
Balanced Scorecard
Best Practices
Big Data
Breakout Strategy
Business Continuity Planning
Business Plan Financial Model
Business Transformation
CMMI
COBIT
Change Management
Cloud
Communications Strategy
Company Financial Model
Competitive Advantage
Competitive Analysis
Consulting Frameworks
Continuous Improvement
Core Competencies
Corporate Culture
Cost Reduction Assessment
Customer Experience

BROWSE BY FUNCTION
Strategy, Transformation, & Innovation
Digital Transformation
Operational Excellence and LSS
Organization, Change, & HR
Management Consulting

Customer Journey
Customer Service
Cyber Security
Data Privacy
Decision Making
Digital Marketing Strategy
Digital Transformation
Digital Transformation Strategy
Due Diligence
ESG
Employee Engagement
Employee Training
Enterprise Architecture
Growth Strategy
HR Strategy
Hiring
Hoshin Kanri
ISO 27001
ITIL
Information Technology
Innovation Management
Integrated Financial Model
Kaizen
Kanban
Key Performance Indicators

ADDITIONAL RESOURCES
Business Strategy Frameworks
Case Studies
Consulting Training Guides
COVID-19 Trend Data
Digital Transformation
Financial Advising Services (FAS)

Knowledge Management
Leadership
Lean
Lean Manufacturing
Logistics
M&A (Mergers & Acquisitions)
Manufacturing
Market Research
Marketing Plan Development
Maturity Model
McKinsey PowerPoint
McKinsey Templates
Operational Excellence
Organizational Change
Organizational Design
Performance Management
Post-merger Integration
Pricing Strategy
Process Improvement
Process Maps
Procurement Strategy
Product Launch Strategy
Product Strategy
Project Management
Quality Management


Free Resources
KPI Library
Lean Management
Lean Six Sigma Training Guides
Marcus Insights
Operational Excellence

Real Estate
Remote Work
Restructuring
Risk Management
Robotic Process Automation
SWOT
SaaS
Sales
Scrum
Service Design
Six Sigma Project
Social Media Strategy
Strategic Planning
Strategic Thinking
Strategy Development
Supply Chain Analysis
Sustainability
Target Operating Model
Team Management
Total Productive Maintenance
Value Chain Analysis
Value Creation
Value Stream Mapping
Visual Workplace
Workplace Safety


Product Strategy
Small Business Owner
Startup Resources
Strategic Planning
Strategic Planning Process
Value Innovation Strategy


© 2012-2024 Copyright. Flevy LLC. All Rights Reserved.