Change and the Power of Choice: Part 9 – Report the Success of the Change
In the previous step, we utilized appropriate metrics to track the Change. These metrics need to tie back to the original goals projected for the Change, and also identify any additional benefits to the Change. Once we have enough valid information from tracking the Change, our next step is to report on the success of the Change. The key point in this step is communications. Depending on the organization, the formal process of reporting on success of the Change may fall to a specific team, or department that owns this responsibility. If we do not know which team owns this accountability, it is our job to find out. It is best practice to check within our team, or department if it is not known who has the job of reporting on the Change. This step is important in the Change process as it closes the loop from the reasons for the Change, implementation of the Change, tracking of the Change to communicate to the right stakeholders that the Change is successful, and this message has been delivered back to the right people; normally this is the people that argued for the Change; often middle or upper management. Below is a check list to consider we we arrive at Step 8, Report the Success of the Change:
Has the tracking history been long enough that we have high confidence in reporting on the Change.
Has the department or team been identified that should receive reporting on the Change.
If the team to receive reporting is not clear, who can identify them.
Will the reporting metrics close the loop and tie back to the original reasons for the Change.
Is reporting close ended (one and done) or will reporting on the Change be on-going.
If the reporting is on-going what is the frequency of the reporting; daily, weekly, monthly, quarterly, etc.
If the reporting of the Change indicates the Change has not met the objectives, who owns the gap.
What person, or team is the decision maker of whether the Change has been successful or not.
Has the proper person, or team signed off that the Change has been successful, or alternately that Change has not met the projected goals, and additional work is needed.
If your team is to provide help on reporting, has standard metrics been agreed upon.
Step number 8, in Change best practices is a step that not all teams have input, or ownership in, but it is a critical step for the benefit of the organization, or company. By reporting back with appropriate metrics, based on a reasonable tracking history, the loop will be closed between the justifications for the Change, and the actual outputs of the implemented Change. The measure of success of the Change is reported back to the right people, and key stakeholders, and business owners can be advised on its success. In this step the very real impact of the proposed Change is communicated back to the decision makers so a determination of success can be made. When we see that this step is part of our overall process, and completed with diligence, we will see that we have used best practices in the management of change, and have become masters of the management of Change. Only one more step remains in the process of management of Change. We are one step away from being Masters of Change.
In the previous step, we utilized appropriate metrics to track the Change. These metrics need to tie back to the original goals projected for the Change, and also identify any additional benefits to the Change. Once we have enough valid information from tracking the Change, our next step is to report on the success of the Change. The key point in this step is communications. Depending on the organization, the formal process of reporting on success of the Change may fall to a specific team, or department that owns this responsibility. If we do not know which team owns this accountability, it is our job to find out. It is best practice to check within our team, or department if it is not known who has the job of reporting on the Change. This step is important in the Change process as it closes the loop from the reasons for the Change, implementation of the Change, tracking of the Change to communicate to the right stakeholders that the Change is successful, and this message has been delivered back to the right people; normally this is the people that argued for the Change; often middle or upper management. Below is a check list to consider we we arrive at Step 8, Report the Success of the Change:
Has the tracking history been long enough that we have high confidence in reporting on the Change.
Has the department or team been identified that should receive reporting on the Change.
If the team to receive reporting is not clear, who can identify them.
Will the reporting metrics close the loop and tie back to the original reasons for the Change.
Is reporting close ended (one and done) or will reporting on the Change be on-going.
If the reporting is on-going what is the frequency of the reporting; daily, weekly, monthly, quarterly, etc.
If the reporting of the Change indicates the Change has not met the objectives, who owns the gap.
What person, or team is the decision maker of whether the Change has been successful or not.
Has the proper person, or team signed off that the Change has been successful, or alternately that Change has not met the projected goals, and additional work is needed.
If your team is to provide help on reporting, has standard metrics been agreed upon.
Step number 8, in Change best practices is a step that not all teams have input, or ownership in, but it is a critical step for the benefit of the organization, or company. By reporting back with appropriate metrics, based on a reasonable tracking history, the loop will be closed between the justifications for the Change, and the actual outputs of the implemented Change. The measure of success of the Change is reported back to the right people, and key stakeholders, and business owners can be advised on its success. In this step the very real impact of the proposed Change is communicated back to the decision makers so a determination of success can be made. When we see that this step is part of our overall process, and completed with diligence, we will see that we have used best practices in the management of change, and have become masters of the management of Change. Only one more step remains in the process of management of Change. We are one step away from being Masters of Change.
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