9Measuring Change
HOW DO YOU measure behavioral change across thousands of stakeholders? How do you find out how they feel about the change? What KPIs, OKRs, or other kinds of metrics are useful to collect and analyze? Who can benefit from reporting on the progress of change? If it can be such a cumbersome process, is it worth measuring the soft side of change in the first place? In this chapter, we answer these and other questions with scientific articles in one hand and interview notes in the other.
As with all other chapters, the aim is not to reinvent the wheel with entirely novel methods of measuring change that replace conventional ones. Instead, we present a deep-dive into some of the challenges change managers and leaders might encounter in this area, behavioral insights that are relevant for them, and three evidence-based interventions that can enhance or complement your measurement strategies.
Measuring the Impact of Change
Why measure change management in the first place? It's a good question with many answers, the first of which has its roots in economics. If you cannot prove the value of change management efforts for the organization's goals, it's hard for the board and sponsors to justify a growing investment. When you can provide transparent reporting on how change management contributes to project and organizational success, the case builds itself. This was one of the things that Bas Zwart, global leader of change management at Johnson & Johnson, emphasized ...
Get The Dynamics of Business Behavior now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
