How can you measure the impact of a change manager on process design?

You have to be very careful with performance metrics and understand the parameters and if they are achievable. Introducing performance metrics can fail easily if the person applying the change does not grasp the wider consequences.

It somewhat depends on why the change manager has been employed and how they have been tasked. Most certified management systems require controlled change. Are these controls effective? Are the process performance metrics effective? Is the change design effort well targeted? Is a change methodology applied? Is it appropriate? There's no magic bullet, sadly!

I’m a big fan of Cost/Time profiles for every product and process. They are well received by the C Suite and they provide opportunity and metrics for SMART Goals at every level in the business. To reach their SMART goals the prudent manager will educate, engage, and empower his/her team.

Make sure tasks aren't taking forever. Count how much are we getting done? Are customers giving us high-fives? Keep those oops moments in check. Check if everyone's playing on the team. And, most important, can it articulate when the requirements changes?

Measuring the effectiveness of changes should be done with caution. Almost immediately after the change is implemented, overall productivity always drops. This phenomenon is based on the human factor. The process executors always need time to get rid of old habits and acquire new ones. In this situation, it may be tempting to evaluate the efforts of the change manager negatively. In the meantime, you should wait until the learning period is over and only then, armed with metrics, evaluate the results. So, ladies and gentlemen, assessing the performance of the manager you hired, be patient!

Share the news like a whispered secret, make sure the "why" feels like a comforting melody, sense the positive nods, ensure they're comfortable with the new steps, and quietly observe if it's become a natural part of their daily routine. Let the change settle in gently, like a comforting background melody that becomes a familiar part of the atmosphere.

Change management is a difficult job, because stakeholders have different expectations how they learn and how the process must be ran. One of the best practice is to include the stakeholders on a change from the beginning by, e.g. design thinking workshops. And when you implement the change as a pilot you would have sufficient advocates when you roll it out in the rest of your organization.

How do you measure the effectiveness of Change Management? The rate of adoption by the users = % of staff using the new tool/process in X weeks A good CM has the target % in the target weeks. Example: 80% of staff accessed the new benefits portal in the first 6 weeks after deployment.

Coming both from the training and organizational readiness lens, there are best practices that require strong vision and leadership from the get-go. Once the vision is cemented as the 'next step' for the organization, the change lead works with stakeholder layers to make the change legitimate. RACIs, process decompositions, deltas, role to position maps, comm plans, and all the while keeping a pulse on all the organization AND program functions. Feeding into the training program, all of these details need to be hashed out so that training is just-in-time, and just enough. Post-implementation, yes, you can use surveys and compile metrics, but in reality, the change campaign needs at least another year to really hone in on tangible results.

I try as much as possible to monitor the "Yang" side of the adoption: the resistance to change. While some can be organic, directly related to the change under way, low adoption can also originate with other changes ongoing which compete or push the adoption threshold higher. Creating a "heat map" of changes across the organization to understand what people are going to live through can both liberate people form additional constraints, but also show them that someone care about them being successful.

A highly sustainable, scalable, yet nimble change management process points to the maturity of change design and workforce capabilities. Successful change management is the appropriate combination of change strategies, interventions, and integrated methodologies specific to organizational climate, landscape, and its unique impact groups. Having a highly efficient, scalable change management process that successfully sizes each change to provide right-sized support while allowing for adaptability is the greatest indicator of process and people maturity, from my perspective. A mature change management process will consistently activate, empower, equip, and mobilize change adoption within a culture.

Feel if the change started on a good note, glides through without fuss, quietly becomes part of the scene, embraces feedback with grace, keeps delivering the goods, gracefully waltzes through challenges, and harmonizes effortlessly with the team.

Sustaining a change requires much more effort and forethought than making it in the first place. And the benefits of a change accrue over time. So, if you want to reward a change manager for a change, reward them 6 months or a year after it is made... if it is still in place.

For complex process changes: First the change manager needs a view how a process should be ran in the future. Second the change manager should split the process optimization in several short parts that can be implemented shortly. Third you implement the optimization step ba step until the process run in the expected way (agile way of working). This has the advantage that the stakeholders must learn only short steps with small benefits. The change manager should explain this implementation philosophy to the stakeholders, that they are not frustrated when they don't get the whole benefit directly.

Good points. I would also add less audit failures and compliance and regulatory failures would be offset her measurements for success.

My best way to get a positive result is to use the desin thinking approach. If the performance indicator results are not like expected, it is not only the fault of the change manager. Use the metrics to think about why the process is still not running well and define measures for a correction.

An evaluation through the analysis of the feedback is a great way to get direct data points. The feedback should however be taken with caution, as it might reflect the dissatisfaction of people who have been pressure on doing something, which is exactly what the change manager should have been doing. Same with resisting with unrealistic new demands. SO feedback should always be considered from both sides of the coin,to truly reflect the performance against the ultimate success of the effort.

Profit Process People Change implementation is in place sustainable and adds value as a result of that change The rest is over analysis Change management is akin to taking a holiday and explaining it to a group that haven’t been to the same place They haven’t seen it experienced it and you need to win hearts and minds on what the end result looks like for those that don’t know what they don’t know That’s the key painting a picture they haven’t ever seen

In ERP systems processes can be integrated in a lot of different departments with different accountabilities. A change manager should know the integrated dependencies between the departments and processes. Especially in the supply chain processes it is not sufficient having experiences only in one process. Best practise might be to define a team of change managers / process designers that covers all involved processes. At least don't solve a problem, solve the reason for a problem. It could be in another process as the process where you have the problem. The change manager must have the ability to investigate. When you don't do it, the best practises of change management cannot support the success of a change.

A couple other key competencies I'd like to highlight are... Adaptability - the instinct to course correct if something isn’t working, and to execute on deltas through effective communications and training. Engagement and Alignment - having the persistence to create the necessary stakeholder buy-in, drive the cadence, and develop effective communication and escalation channels. Strategic Planning - an ability to create a common language to deliver an impactful narrative. Leadership Development - be a trusted thought partner with leaders and willing to grow with them (not outshine them) on the journey you create together.

Check if it's making work-life better, keep the info flowing, see if folks are catching on easily, celebrate the little victories, make sure it fits the big plan, keep the team happy, and always look for ways to make things even better. It's about the journey, not just the destination!

Always walk in the shoes of the client; the business function being change managed well knows that the change manager supporting them intrinsically understands that the process is an enabler to being more successful in the end outcome (quicker, cheaper, higher quality) not the outcome itself.

The involvement of a Change Manager has always been a misnomer from my perspective and usually descends to a Communication Manager. The primary reason is that a good Process Improvement Lead includes “change” into the Journey. In the Chartering Phase managing the expectation of Leaders and the Steering Committee. Then letting team members know how they will change and what are common “pot holes” in the journey. During the journey the Process Leader has to manage the Governance, identifying and staying ahead of the Design team. Finally moving the Future State seamlessly into BAU. If it’s done well then the key measure relating to Change is around adoption of the Future State and achieving the FS Design performance measures.

I'd also leverage your people health index scores, as well as your existing scorecard results. Transformations can be detrimental to an organization's morale. And, if you're cleaning up metrics to fit the transformation into your end of year results; that's cheating. Overall, I like to keep close to the employees after deployment - do 1:1s, brown bags, and informal ways to see how the change to going for them. Post-implementation, survey results and fulfilling objectives on paper, are never a sure-fire sign of success. Also, look out for workarounds. People love to hide them after go-live.

This question is not useful as asked. The terms "change manager" and "process design" could be interpreted in multiple ways depending upon the context in which they are used. In my experience, however, I can think of no context in which someone having a role called "change manager" would be responsible for the outcome (impact) of "process design."