How to Tell Whether Adoption Actually Caused the Benefit
The slide says two things. Adoption reached 82%. Order-to-cash cycle time fell 19%. Both numbers are true. Between them sits an arrow that nobody has examined, and the arrow is the entire claim. When a CFO asks whether the improvement was actually caused by the change programme, the honest answer in most organisations is that […]
Read articleHypercare Is Not Adoption: What Leaders Still Need to Track
Hypercare ends on a Friday. The war room is stood down, the daily call is cancelled, the tracker is archived, and the project team demobilises over the following fortnight. Somebody sends a thank-you email. Six months later the business case is short and nobody can say exactly when it went wrong — because measurement stopped […]
Read articleWhat to Measure After Go-Live: Adoption, Proficiency and Stabilisation
Two weeks after go-live somebody asks how it is going, and the answer is a usage figure. Eighty-three per cent of licensed users logged in last week. That number is true, and it answers almost nothing. It does not say whether the work being done in there is correct, whether the organisation has settled, or […]
Read articleHow to Measure Whether Managers Are Ready to Reinforce the Change
The readiness pack says Manager readiness: amber. Underneath it is a survey that managers completed about themselves, asking whether they feel prepared to support their teams through the change. Seventy-one per cent said yes. That number is close to meaningless, and the reason is well documented. It is also fixable without much effort, because the […]
Read articleWhy Local Process Owners Matter More Than Communication Cascades
The communication plan is complete. Town halls delivered, cascade packs issued, intranet updated, 94% reach reported. The comms workstream is green. And the finance team in Spain still does not know what to do with consignment stock, because the new process does not describe their case and nobody can tell them whether the local variation […]
Read articleManager Readiness: What Line Managers Need Before Go-Live
Three weeks before go-live, line managers receive a cascade pack. Twelve slides, a set of key messages, and a request to brief their teams by Friday. They are the group most responsible for whether the change holds, and the group told about it last. They are expected to answer questions they have not been briefed […]
Read articleFrom Impact Assessment to Mitigation Plan: How to Make the Register Actionable
The register is finished. Sixty impacts, scored, prioritised, each with an owner. Then you read the mitigation column and forty rows say some version of the same thing: training and communications. The assessment worked. The mitigation never started. This is the most common way impact work fails to convert, and it is not laziness. It […]
Read articleRole Impact Assessment: How to Identify What Really Changes for Users
The impact assessment workshop runs for three hours. Process owners, a future-state slide, a facilitator with a template. Somebody writes: “Finance will use a new posting screen and a revised approval workflow.” Six months later, finance discovers that a third of month-end involves reconciliations, adjustments and chasing that appear nowhere in the new design, and […]
Read articleHow to Prioritise Change Impacts by Severity and Adoption Risk
You have a scored impact register. Sixty rows, each with a rating. Somebody asks which ones the programme is going to actually do something about. This is where most impact work stalls, because a scored register does not prioritise itself. Sorting descending by a composite number feels like prioritisation and usually produces a list nobody […]
Read articleChange Impact Register Template: What to Track and Why
Most change impact registers are a list of things that will be different. That is a document. It gets produced during design, presented once, filed, and referenced again only when something goes wrong and somebody asks whether this was foreseen. It usually was — in a row that said “finance processes will change” and nothing […]
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