NEW RESEARCH ON CHANGE

How could science be applied to change management to put hard data on the table? What would need to be measured to confirm, in advance, if change is on or off track? How could they be measured? ChangeTracking had its beginnings in 1998 when we initiated research to answer these questions. Over the next several years a comprehensive database was built with responses from over 50,000 individuals in more than 100 organisations around the world. All aspects of change were systematically analysed. From this research the factors most important to high performance change were identified and are summarised in the model below.

Ultimately change is intended to deliver improvement in business performance. And along the way, specific, short-term project objectives must also be achieved, e.g. system functionality, a new structure, completion within budget. So ChangeTracking measures both Improvement in performance and achievement of objectives because they are important lead indicators that help define whether or not change is on track. To know where to take action if change is off track, ChangeTracking also measures the factors that drive these outcomes. They are grouped in this hierarchy of Drivers and Clusters as a common language for effective communication.

New Research: Performance Mapping - linking ChangeTracking model to bottom line results