- 37% either don’t measure change or they don’t know if they do or feel measuring change is too difficult.
So, here’s some evidence why this is worth struggling with. For example, learning is the most mentioned benefit of measuring change (27.1%). Yet, if this is so important then why the lack of focus on vehicles like coaching, mentoring and training to capitalize on this learning.
Another striking disconnect is the low numbers of those who see benefits of measuring change’s impact on marketing and customers. This is curious, as our contributors’ most common reason for losing customers is not price but:
- Poor quality (92.2%)
- Poor follow-up by sales people (76.5%) and making the wrong assumptions about customers (64.5%).
After detailed analysis, it would seem that the relationship between change and competitive advantage is not as clearly visualized as one might think.
In addition, the use of employee metrics including personal performance, resistance to change, improvement to company culture and understanding our purpose, are low compared to satisfaction surveys. Most concerning is the lack of focus on individual behavioral change and tracking pay-related rewards. This is further evidence of little focus on accountability and establishing a requiring environment.
Another facet of measuring change that concerns us is the blend of lagging and leading indicators. Lagging indicators keep score, and Leading indicators alert you to the direction and pace of change. The trap for both the enthusiastic novice and the jaded professional is the seduction of the easily measured. There seems an over-reliance on lagging metrics, which are ineffective, in tracking behavioral, cultural and societal issues.
Even when metrics are agreed upon, the next challenge is creating greater transparency so that they are used to create and sustain change momentum.
What Questions do Change Metrics Need to Answer?
Overall, there needs to be more focus on developing effective change metrics. The challenge is: How well do your change metrics accelerate learning, problem solving and decision making?
We distilled contributor questions on what they need change metrics to answer into a questionnaire. We ask readers to go through and rate their current metrics under three sections:
- Navigating during a Change
- Reviewing a Change
- Planning the Next Change
Our contributors suggest establishing a change scorecard with their leadership team and key stakeholders. For example by:
- Reviewing the table of contributor questions
- Agreeing on those questions which the team need to answer
- Deciding what current metrics could be put to good use?
- Assessing how well do they cover the risks of losing customers through poor quality, sales follow-up during the change process.
- Checking how well the organization is reducing assumptions about customers view of the change and how they respond to their customers’ needs.
- Reviewing how their selected metrics allow preemptive or least fast responses to competitors.
- Assessing their metrics allow them to gauge and track employee stress around the change.
- Checking the extent to which they can respond quickly and effectively to employee’s stress harden their change resistance.
And finally……Asking how well your scorecard helps you sell this and subsequent changes?
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