Root Cause Analysis for Adoption Problems: 5 Whys in Practice
Six weeks after go-live, order entry is taking roughly twice as long as it did on the legacy system. The steering committee has been told that users need more training. That is a conclusion, not a diagnosis, and it has the useful property of pointing away from anything the programme would have to fix. The […]
What Transaction Logs Reveal That Surveys Cannot
A readiness survey asks people what they believe about their own capability. A transaction log records what they did. Both are useful and they answer different questions. Most programmes use only the first, and then wonder why the readiness score and the operational reality diverged. Why self-report has a ceiling Self-report is not unreliable because […]
Digital Adoption Platforms: What They Fix and What They Hide
A digital adoption platform overlays guidance on top of an application: step-through walkthroughs, tooltips, in-context help, and analytics on what people actually click. They are frequently bought at the point where a programme has realised its training will not be enough, and they are frequently expected to solve a problem they cannot reach. Match the […]
Benefit Ownership: Why Benefits Die When the Programme Does
The business case listed fourteen benefits. At closure, the programme reported that the capability enabling all fourteen had been delivered, which was true. Two years later nobody can say whether any of them arrived. Not because the answer is bad, but because no one was accountable for finding out, and there was never a baseline […]
How to Build the Business Case for a Change Management Budget
The programme budget is £14 million. The change management line is £180,000, and in month three it is cut to £110,000 because the integration workstream needs more testing capacity. The cut is not unreasonable from where the decision was made. Testing capacity has a defined output and a visible consequence if it is missing. The […]
What a Change Steering Committee Should Decide (and What It Shouldn’t)
The steering committee meets monthly for ninety minutes. Roughly seventy of those minutes are spent presenting status: what has been completed, what is on track, what is amber and why. In the remaining twenty, nothing is decided that could not have been decided by the programme manager. The committee has spent its meeting being informed, […]
How to Evaluate Whether Training Worked (Beyond Attendance)
The training report says 96 per cent completion and an average satisfaction score of 4.3 out of 5. Both numbers are accurate. Neither tells you whether a single person can do their job. This is not a new observation, and the framework that names the problem is more than sixty years old and cited in […]
Sample Size and Segment Suppression in Readiness Reporting
The readiness heat map has a cell showing 42 — the lowest score on the page, in Legal, in Spain. It gets fifteen minutes of the steering committee’s attention and an action to investigate. Legal in Spain is four people, three of whom responded. The 42 is the average of three answers, one of which […]
How Often Should You Pulse? Cadence Without Survey Fatigue
The programme runs a monthly readiness pulse. Eleven months in, the scores have moved by less than half a point in any direction, response rates have fallen from 61 per cent to 29, and the monthly slide has become something people scroll past. The usual diagnosis is survey fatigue, and the usual remedy is to […]
Survey Question Wording: Why Small Changes Break Your Data
Two readiness surveys go out in the same week to comparable populations. One asks whether people agree that they are “well prepared for the upcoming changes”. The other asks whether they have “completed the new process end to end without help”. The first comes back at 71 per cent. The second comes back at 24 […]