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My article called 70% of Change Management Initiatives FailREALLY? has now hit over
5950 views along with 66 Likes and 21 Comments on LinkedIn.
In the main, this failure rate stems from none other than McKinsey and Company who since
2006 have surveyed some 6,800 CEOs 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
1. Measuring the relative contribution that change management provides to a
projects 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.
2. 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 Proscis
Change Scorecard:
Definition of an outcome:
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.
Team Structure.
Governance Structure.
Type of Project.
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:
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:
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.
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.
To volunteer, either contact me via LinkedIn (if you are a 1st connection), register your
interest by leaving an appropriate comment or directly email
to ron.leeman@thehighwayofchange.com and I will follow-up with you.
So over to you either volunteer or make suggestions/comment, even if it is only to call me
plain crazy for attempting such an undertaking!
those who are considering getting into or at various stages of change and/or process work or those
working on specific Projects wanting to gain practical insights into how to type situations. You can
connect with Ron Leeman on LinkedIn here, where you can view his 85+ Recommendations and in
excess of 800 Endorsements from clients and co-workers alike to give you an indication of the quality
of service that he has provided and can offer. Ron is also a document author on Flevy. Browse his
frameworks on Change Management, Process Analysis, and Program Management here:
http://flevy.com/seller/highwayofchange.
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