How to Design a Change Readiness Survey That Isn’t Ignored
Most change readiness surveys are written the same way. Someone opens a document, lists the things that feel important, turns each into a statement, adds a five-point agreement scale, and sends it out. Forty-two questions, three weeks before go-live. The result is usually a set of numbers in the high threes that nobody can act […]
Why Change Maturity Models Rarely Change Anything
The change maturity assessment came back at 2.4. The improvement plan, unsurprisingly, is to reach 3.0 within eighteen months, and there are now workstreams for each dimension that scored below the target. Eighteen months later the organisation will very likely be at 3.0, because organisations that set out to reach a maturity level generally reach […]
Pipeline Hygiene After CRM Go-Live: The Adoption Metrics That Matter
Twelve weeks after go-live the CRM adoption dashboard reads well. Weekly active users at 94 per cent. Records created up. Training completion closed out at 98 per cent. In the same twelve weeks, the sales director has continued to build the forecast from her own spreadsheet, because the pipeline in the system is not something […]
Why Sales Teams Don’t Update the CRM — and What It Costs
Ask a sales team why the CRM is not up to date and you will get answers about time. It takes too long, the forms are fiddly, there are too many required fields, it is easier on a laptop and they are in the car. All of that is true and none of it is […]
How to Measure AI Adoption When Usage Data Flatters You
The AI adoption dashboard says 78 per cent weekly active users, up from 41 per cent. Licences are being consumed. The rollout is, by every number on the slide, a success. Then someone asks what it bought, and the room goes quiet — because the honest answer is that nobody knows, and the metric that […]
Shadow AI: What Unsanctioned Tool Use Tells You About Readiness
A security review finds forty unsanctioned AI tools in use across the business. Marketing is running copy through one model, finance is summarising contracts in another, three teams are paying for the same product on personal cards, and somebody in HR has been drafting performance feedback in a chatbot. The meeting that follows asks one […]
Business Readiness Criteria: How to Define “Ready” So It Cannot Be Fudged
Here is a business readiness criterion, taken almost verbatim from a real programme: 95% of impacted users have completed training. It looks rigorous. It has a number, a population and a verb. It will be reported as met, because it is designed to be met — and it permits a state of the world in […]
Go/No-Go Decisions: The Evidence a Steering Committee Actually Needs
The go/no-go pack has thirty slides. Twenty-six of them describe what has been finished. Testing complete. Data migrated. Training delivered to 96 per cent. Cutover plan approved. Command centre stood up. Each slide is accurate, each was expensive to produce, and together they answer a question nobody in the room needs answered: how much of […]
How to Know Whether a Transformation Is Truly Embedded
A year after go-live, somebody asks whether the change has really stuck. The usual answer is a shrug backed by a usage figure. People are in the system, the numbers look acceptable, nothing has blown up. That is offered as evidence of embeddedness because no one has a test for it — “embedded” is used […]
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 […]