Celkee Insight® enables successful change with proactive decisions
The most common reasons for changes to fail are well known. These are, for example, lack in understanding the meaning of the change and challenges in information flow. Even though the reasons for failure are well known, change initiatives keep on failing because of the same old reasons. When change blockers are recognized too late, a delay, extra costs or failure is inevitable.
Successful change always requires a permanent change on an individual level because organisations do not change; people do. Measuring change progress from people perspective enables you to make proactive decisions and support activities with a precise focus.
This recipe is for you who want to lead your change optimally. The recipe can be utilizied in almost all kinds of change projects within organizations and between them.
Ingredients of successful change
- Well justified benefits enabled by the change. Definition of the expected change impact
• Benefits of the change from different perspectives
• Goals according to relevant organisational dimensions (e.g., units, functions and roles).
• Concrete changes in the work of the impacted people.
- Indicators that can be used to measure the change progress from the people perspective. Celkee Insight offers a scientifically proven and comprehensive set of indicators which are easy to tailor to all business needs.
- Leadership commitment to the change that creates the needed creditability and ensures the necessary energy for the change activities.
- Resources for analysing & sharing results, facilitation of necessary interaction, decision making and supporting for the actions.
Preparate the change project
- Plan a measurement process that integrates tightly with the change project. The measurement process must enable effective use of produced data.
• Fit the measuring frequency to the management model of the change project.
• Tailor the indicators to reflect exact business needs.
• Collect numeric data reflectively so the direction of the change can be reliably recognised. The used tool needs to enable individual reflection for each respondent.
• Collect comments with authors own identity (complemented by anonymous comments as an option). This model produces as much as possible, reliable information and meaningful interaction.
• Share the results in real-time for different roles at an appropriate level to enable goal-oriented interaction.
- Execute communication about the measurement process.
Instructions of change measurement
Repeat the following throughout the change project
- Execute the measurement using 4 – 6 indicators. Participation time should be less than 5 minutes.
- Notice different phases of the change project by using indicators for different phases. Move on to the next phase when results show enough maturity.
- Analyse the results and the impact of the earlier actions. Text feedback is usually divided into three different parts:
• Feedback not needing reactions.
• Easily addressable feedback (for example information haven´t received a target group)
• Signals indicating notable challenges that need to be handled thoroughly.
- Decide about actions and plan how to support the actions.
- Communicate the results and decided actions as a part of change communication.
- Make the changes needed for the indicators for the next round. Change process progresses and it is worthwhile to measure only the things that are ready to be reacted at a certain time.
By following the recipe, you can optimise the use of your resources and finalise the change at best possible schedule.
- All members of the organisation have a channel to influence the progress and execution of the change.
- Measurement process accelerates the change on an individual level because it systematically reminds everyone about the key topics for a successful change.
- You can make proactive decisions with a precise focus because of the real-time visibility to the change indicators from all relevant dimensions.
By measuring the viewpoints and opinions of the people impacted, it is ensured that the change project is not tripping to the most common risks.