Centric's Colleen Campbell, National Organizational Change Management Practice Lead, spoke on the importance of metrics in change management at Midwest Change Connect. In her presentation, focused on measuring the success of a project, and how to measure any change effort from technology adoption to culture shift.

1. METRICS ON THE MONEY
THE ART AND SCIENCE OF CHANGE MEASUREMENT
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COLLEEN CAMPBELL, NATIONAL
ORGANIZATIONAL CHANGE
MANAGEMENT PRACTICE LEADER,
CENTRIC CONSULTING

2. QUICK POLL:
DO YOU MEASURE CHANGE IN YOUR ORGANIZATION?
1. No change success measurements
2. Some basic change metrics – training surveys or basis
project stats
3. Standardized change and project success metrics
including ongoing measurement in place
4. Enterprise approach to measuring project, program and
enterprise change success
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3. WHY STRATEGIC TRANSFORMATION INITIATIVES
FALL SHORT OF RESULTS
1. Change Fatigue
2. Change Leadership and Execution Skills
3. Lack of Employee Engagement
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Source: PWC – Culture’s Role in Enabling
Organizational Change
Change Metrics can help identify and address these challenges early.

4. METRIC SUCCESS: A SIMPLE PROCESS
1. Engage leaders in understanding, appreciating and
committing to measuring change progress
2. Create and prioritize metrics and the timing of collection and
reporting
3. Finally, communicate results powerfully through a scorecard
and ongoing communications
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5. WHY MEASURING THE CHANGE IS COOL
• Creates clearly defined and aligned picture of
success that everyone can understand
• Identifies challenges early-on
• Provides the opportunity to adjust your strategy
along the way with incoming feedback
• Gathers proof that your strategy is working which
builds engagement, provides helpful project
updates and makes your sponsor and project team
look great!
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6. - No clear project or executive metrics
- Lack of accountability from senior leadership
- Trying to measure everything
- Not measure the ‘right’ metrics
THE BAD
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7. OKMOVING PAST THE TYPICAL CHANGE BASICS
- One-Time Project or Change Metrics
- Smiley Training Sheets
- Training Stats
- Number of Communicationscc: circulating - https://www.flickr.com/photos/26835318@N00

8. MOST EXCELLENT
- Metrics Established Early with Ongoing Measurement
- Clear Value, Adoption, Utilization and Proficiency metrics
- Metrics Shared Appropriately in Communications/Scorecards
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9. QUICK POLL:
What are the Biggest Obstacles to Measuring Change Success
1. Leadership or project team’s knowledge of how to
measure change success
2. Unable to clearly articulate project measurements due to
unclear project vision
3. Leadership and/or project team’s fear of accountability
4. No or limited change resources to create measurement
vehicles
5. If you have others…put them in the chat space
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10. SPONSOR AND PROJECT TEAM ENGAGEMENT
• Get all the key sponsors engaged early
• Consider how to approach all key stakeholders
and especially likely resistors
• Engage team in use of metrics
through scorecards and communications
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11. THE METRICS DISCUSSION
1. Invite key decision makers to the meeting.
Educate them on the purpose, process and payoff.
2. Create metrics that are outcome driven. Bring
possible examples for their effort. Assuming this
will take a while.
3. Prioritize the metrics to collect, the frequency to
measure and how to report out through scorecards
and communications.
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12. WHAT CHANGE OUTCOMES TO MEASURE
• Value
• Speed of Adoption
• Ultimate Utilization
• Proficiency
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13. VALUE OUTCOME
Is the project achieving the expected
value?
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14. EXAMPLES OF VALUE OUTCOME METRICS
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What It Measures
• Whether the
initiative/project achieves
intended business
outcomes
• Benefit Realization
• Specific Amount
• Timing
Examples (Date and
Amount)
• 1.8 million website visits
within first month
• Reduce order to cash
process time 15 days by
Nov 2016
• Reduce department
operational costs $1.5
million by Dec. 2015
• Increase pricing
profitability margins 5%
by Aug 2015

15. SPEED OF ADOPTION OUTCOME
How fast are we moving? Is everyone
on board?
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16. EXAMPLES OF SPEED OF ADOPTION METRICS
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What It Measures
•How quickly is the
change being
embraced
•Is communications
and training working
to get impact groups
on board quickly
Examples (Date and
Amount)
•80% of branches are
compliant with new
standards within 5
weeks
•75% of partners are
certified in the new
partner program
within 3 month of
launch

17. ULTIMATE UTILIZATION OUTCOME
Are they using the new approach?
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18. EXAMPLES OF UTILIZATION OUTCOME METRICS
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What It Measures
•Are they using the
tool, process,
structure, etc.
Examples (Date and
Amount)
•Distributors now
order 75% online in
our new tool
•HR is now using the
new recruiting
process with all new
recruits and the old
system is no longer in
use

19. PROFICIENCY OUTCOME
Does everyone fully
understand what they need to do to be effective?
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20. EXAMPLES OF PROFICIENCY OUTCOME METRICS
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What It Measures
•Are impacted groups
using the tool, process,
etc. as well as
expected…i.e., all
features utilized as
expected
•How well are they
performing overall
because of the change
Examples (Date and
Amount)
•The call center assesses
and routes 90% of
“high priority” calls to
the HP specialists
•The finance team now
pulls reports from the
CRM tool on 1st of each
month and adds
projections to the
scorecard.

21. WHEN TO MEASURE
Start Early
Agree on When to Measure
Movement on the Adoption Curve
Measure with surveys, focus groups, reports, etc.
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22. cc: JD Hancock - https://www.flickr.com/photos/83346641@N00
HOW TO MEASURE
Surveys (Past and Present)
Focus Groups
Leader Alignment Changes
System Usage
System Audit (Review Quality)
Change Network Feedback
Financial Number (Increase in sales, etc.)

23. KNOW WHEN TO COMMUNICATE
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What Story do you need to be telling?
Who Needs the Communication – Leadership,
Employees, Customers, Vendors
Simple Clear Comprehensive Comm Approach,
Not Fancy

24. Using metrics in your communications to educate and build support for your effort or to
adjust your strategy prior to go-live. These can be leader, all impacted groups, customer or
project team communications.
Examples of Using Change Metrics in Your Communications
COMMITMENT
TIME
AWARENESS UNDERSTANDING ADOPTION OWNERSHIPAWARENESS UNDERSTANDING ADOPTION OWNERSHIP
24
How many
leaders are on
board now?
How well
impacted
groups
(employees,
clients, etc.)
understand and
want the
change
How successful
were we in
reaching our
goals
How many
users are using
the
tool/process
and how well
are they doing?
How prepared
is leadership
and our
support teams?
Training stats
and gauge on
readiness
before go-live

25. 25
Pricing Program Goals – Communicating to
Leaders Example
50% reduction
in Turn Around
Time on sales
orders by Dec.
20xx
75% decrease
Special Pricing
Agreements
volume by
March 20xx
Pricing
operational
cost at $7
million by Dec.
20xx
20% increase
in margin by
increasing
pricing floor or
right pricing
Goal Progress: Two
week progress
Next Steps: Needs
and what to expect
Green = on track, Yellow = goals may not be met, areas of concern, Red = not likely to achieve goals, need to create plan of action to address
SMART Goals:
Specific (key impact
TAT)
Measurable (amount
reduction)
Actionable (What we
are doing)
Realistic (yes, doable)
Time based (Dec. 20xx)

26. YES YOU CAN
So push yourself outside to your
boundaries and grow! You are more
valuable to your team as a change leader.
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27. Colleen Campbell
National Organizational Change
Management Practice Leader
Colleen.Campbell@centricconsulting.c
om
331-220-4999
THANK YOU!
QUICK POLL:
Was This Useful?
Using a scale from 1-4. Was this useful?
1=Waste of My Time to 4=Absolutely!
Please send any additional feedback or questions to Colleen.