measuring c the yardstick for success · 2018-04-03 · success over time • utilize quantitative...
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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
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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
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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%
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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
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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
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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
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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
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2014 © ACMP All Rights Reserved | #acmp2014
EXERCISE 2:
LESSONS LEARNED
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CONCLUSION
QUESTIONS?