How do you measure the success of a change initiative in Prosci's process?

To measure the success of a change initiative in a recent tool implementation project, we used a multifaceted approach inline with Prosci's methodology. Quantitatively, we tracked the percentage of people who completed tool training, attended informational sessions, and actively used the tool. And qualitatively, we conducted surveys to gather feedback from various stakeholders. This combination of quantitative and qualitative metrics allowed us to assess both adoption rates and the quality of the change experience. Regular monitoring of these metrics facilitated timely adjustments to ensure the change initiative's success.

1. Complexity to Simplicity: Product & Process; Customer Experience; Enterprise Risk (Empowerment); Corporate Finance(DOA); Institutional Performance 2. Positive Attitude:(Prevention:Quality Design; Right First Time); Waste Elimination:(Zero Defect; Variation Reduction); Productivity Improvement; Environment Protection & Control 3. Rigidity to Flexibility; Feedback(Warranty;Complaint;DisputePartners’ Issues); Resources Allocation Management 4. Degree of Transparency - Internal Communication - Shareholders - Employees - External Communication - Customer - Government - Partners 5. Reward and Recognition 6. Reputation Management - Brand Value - CSR Reporting

ADKAR Model Assessment: Awareness: Measure the level of awareness about the change among the impacted individuals. Desire: Assess the desire or willingness of individuals to support and participate in the change. Knowledge: Evaluate the understanding and knowledge individuals have about how to change. Ability: Measure the individuals' ability to implement the change effectively. Reinforcement: Assess the ongoing support and reinforcement mechanisms in place to sustain the change

In my experience, carefully defining success parameters and establishing quantifiable metrics are essential steps prior to embarking on a change initiative. By aligning these elements with the initiative's objectives and outcomes, organizations can effectively evaluate progress, pinpoint areas requiring improvement, and ultimately determine the effectiveness of their change endeavors.

Always change implies in business context the following: System; Performance and Culture System change is measured by Process Improvement and it’s impact in terms of simplicity and ease of business throughput Performance is measured by BSC Culture is the manifestation of Values, beliefs & Philosophy and measured by best practices institutionalised adopted/adapted by people in the system The Tool & Technique to measure Change is by Self Assessment from “As Is” current state to “To Be” the desired state. E.g. Business Growth in Volume & Revenue Increase in Customer Base & Retention and so on Cost of prevention Vs Cost of Failure Approved Residual Risks and impacts on Business trade off Investment on Innovation and ROI impact

In my practice, I notice that the third phase "Reinforce phase measurement" is often overlooked or done very rudimentarily. Most change projects are declared finished after the measures have been implemented. I see a major danger in this, as visible successes and benefits usually only materialise after a certain period of time. An important aspect after the introduction and implementation of the change is to check whether all stakeholders are still committed and support the processes/measures introduced.

To carry out and sustain change, Clear cut Responsibility and Accountability is vital across the organisation at all levels. Needs a Full Time Change Agent at a Top Management Level preferably functionally reporting to CEO and by Matrix Management to the Board to focus on Change Management Implementation effectiveness to be Reviewed Periodically by a Chance Review Mechanism for directions and resourcing as needed. Change Is an integrated part of Business and Organisation Strategy shall be executed against an approved strategic plan in terms of Incremental or Step change as the strategy mandates