Who has not experienced something similar? We have an organization that is starting to implement a new technology to improve its processes. Initially, part of the management team is very enthusiastic about this decision, but, as time goes by, they begin to notice resistance and doubts among several employees, including management.
At this point, change management is key to generate acceptance and motivation. But how do we know if we are really moving in the right direction?
In companies, change can be like a turbulent river that we have to navigate. In the past, we used to row blindly, hoping for the best. Today, we have advanced tools that allow us to map the terrain, identify obstacles and adjust our course in real time. Measuring organizational change not only helps us to understand where we are, but also to foresee where we are going and how we can improve our path.
Measuring change goes beyond tracking progress. It allows us to understand internal dynamics and make adjustments to ensure that the strategies implemented are working. Data analytics tools and performance metrics provide a clear and detailed view of organizational behavior.
For example, with data science, we can use people analytics to identify employees with the potential to be change agents, analyze organizational variables with precision and understand how different areas within the company interact. This level of analysis makes it possible to anticipate reactions, plan interventions and maximize the positive impact of change.
Measurement methodologies are becoming increasingly sophisticated, allowing us to assign probabilities to change propensities at different stages of the process. That is, we can assess the initial willingness of employees to adopt new practices, their skill development and their ultimate acceptance of the change, adjusting strategies.
Let's imagine that at the beginning of the project and having developed the first diagnosis of the situation, we obtain the insight that the organization has a high readiness for change of 79%, which means that people are very prepared for the transformation. In addition, the tool also shows us how the project team reaches a ratio of 80% readiness for change adoption, which indicates a high level of confidence and a solid preparation for the success of this project. There is a very positive mood towards the transformation! However, to this analysis we have to add qualitative research, such as interviews and focus groups, where we may be able to counter this high indicator with a fragile optimism within the organization. Although engagement is high, it may be that they have the perception or lack of knowledge of how the change will affect them individually. This scenario highlights the need to strengthen communication from leadership and ensure understanding at all levels of how the transformation will affect them.
Thanks to these insights, we are ahead of the curve in identifying problems that may impede the progress of the transformation project strategy beyond the technological implementation itself... Who doesn't know this story?
By Irene Marqués, managing partner at Olivia Mexico.