measuring c the yardstick for success · 2018-04-03 · success over time • utilize quantitative...

2014 © ACMP All Rights Reserved | #acmp2014

MEASURING CHANGE THE YARDSTICK FOR SUCCESS

VALERIA WEDOLOWSKI, INTER-‐AMERICAN DEVELOPMENT BANK TERRY MANDABLE, BOOZ ALLEN HAMILTON

UNA HRNJAK, BOOZ ALLEN HAMILTON

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LEARNING OBJECTIVES

•  Design a cost-‐effective mechanism for monitoring and evaluating change management success over time

•  Utilize quantitative and qualitative inputs to design, adapt, and improve a project’s overarching change management strategy

•  Drive sustainable change through the direct transfer of change management knowledge from consultant to client

3 2014 © ACMP All Rights Reserved | #acmp2014

AGENDA I.  Welcome and

Introduction II.  Principles of Change

Management III.  Project LEAP IV.  The Change Success

Survey (CSS) V.  Lessons Learned VI.  Conclusion/Q&A

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BACKGROUND

Change Management is a process and a journey

Change Management maximizes the understanding, willingness, and ability

of people in an organization to move from the current state to the future state.

Letting Go Neutral New Beginning


EXERCISE 1: HOW DO WE MEASURE SUCCESS?

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OWNERSHIP BUILDING

Ownership Building Continuum

Com

mitm

ent L

evel

Time

“I conhidently share the successes related to the change with others and

clearly explain how they relate to the

organization's vision.”

“I am aware of the

proposed change.”

“I understand how the change

contributes to the organization’s

vision.”

“I am willing to tell others how the

change contributes to the organization’s

vision.”

© 2014, Conner Partners. All rights reserved.

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ENGAGING STAKEHOLDERS

In reaction to change, people will fall into three broad categories

The Committed “Zealots” 20%

The “Movable Middle” 50%

The “Change Blockers” 30%


CENTRAL QUESTIONS •  What is the best way

to design varying change management strategies?

•  How do we measure change management success?

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CASE STUDY


CHANGE SUCCESS SURVEY (CSS) OBJECTIVES

•  Trace the journey along the change curve of BDA personnel during Project LEAP’s lifecycle and beyond

•  Establish a “yardstick” for success for change management practices and communications


CSS KEY DIFFERENTIATORS

•  Collects anonymous data via a web-‐based survey tool

•  Captures both quantitative and qualitative inputs from all relevant stakeholders

•  Identihies key organization-‐wide needs with regard to change-‐preparedness training activities

•  Teachable, sustainable tool which can be shared with the client

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ANONYMOUS DATA COLLECTION

•  Enables employees to openly voice questions and concerns regarding organizational leadership

•  Encourages feedback and participation from all levels of personnel

Is the organization’s leadership

supportive of change?

Are employees receiving enough

support to overcome change?

Does the organization’s

culture encourage or

deter innovation?

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QUANTITATIVE AND QUALITATIVE

•  Create an open-‐ended opportunity for personnel to provide detailed, experiential insight into key business systems and strategies

•  Allow for the identihication of key organizational strengths and weaknesses, on both the hirm-‐wide and departmental levels

Qualitative Quantitative*

*See Handout

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IDB PROJECT LEAP RESULTS

-‐ 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00

Q1 & Q2 Q3 -‐ Q5 Q6 Q7

Assessment 1 Assessment 2 Assessment 3

Acceptance

Ownership

Adoption

Understanding

Awareness

Mean Score

Question Number

IDB – BDA CSS Results


TIPS FROM THE PROJECT •  Build trust between the client and

the consultant •  Create an opportunity for

knowledge transfer

•  Understand your audience and their history

•  Promote transparent

communications •  Maintain an open door policy


EXERCISE 2:

LESSONS LEARNED


CONCLUSION

QUESTIONS?

measuring c the yardstick for success · 2018-04-03 · success over time • utilize quantitative...

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