What are the best metrics for tracking the adoption of new processes and systems?
Learn from the community’s knowledge. Experts are adding insights into this AI-powered collaborative article, and you could too.
This is a new type of article that we started with the help of AI, and experts are taking it forward by sharing their thoughts directly into each section.
If you’d like to contribute, request an invite by liking or reacting to this article. Learn more
— The LinkedIn Team
Change management is the process of guiding people and organizations through transitions, such as implementing new processes and systems. However, change is not always easy or welcome, and it can face resistance, confusion, or apathy from the affected stakeholders. How can you measure the success of your change initiatives and ensure that they are adopted and sustained? In this article, we will explore some of the best metrics for tracking the adoption of new processes and systems, and how to use them effectively.
Metrics are essential for any change management project, as they help you to define your goals, monitor your progress, evaluate your results, and communicate your value. Metrics can also help you to identify and address any issues, gaps, or risks that may arise during the change process. However, not all metrics are created equal, and you need to choose the ones that are relevant, meaningful, and actionable for your specific change context.
-
Janet Wallace
Managing Director Cargo Operations & Transformation Air Canada
Key metrics for tracking the adoption of new processes and systems include user engagement, completion rates, and feedback. Taking the time to monitor how often users interact with the system/process to track the percentage of tasks completed successfully, and gather user feedback to identify areas for improvement. Furthermore, it’s necessary to analyze these metrics to assess the overall effectiveness of the new processes and systems, making data-driven adjustments as needed to enhance adoption and user satisfaction.
-
Sharon Connolly
Change Communications Director
Two essential paths to take. 1) Refer to the business case or BRD - find ways to prove benefit realisation on all scope items. This satisfies your Steerco and KPI’s. 2) Add the change aspect. System implementation in not change success. Can you prove increased productivity, fewer mistakes, better reporting, capability uplift. You can normally use existing data and excel to crunch the numbers - or a well planned survey.
There are different types of metrics that you can use to track the adoption of new processes and systems, depending on your objectives and scope. Usage metrics, for instance, measure how often and how much the new processes and systems are being used by the target users, such as the number of logins, sessions, actions, or transactions performed on the new system. Satisfaction metrics measure how satisfied and engaged the users are with the new processes and systems, which can be done through surveys, feedback forms, ratings, or reviews. Performance metrics track the impact on productivity, efficiency, quality, customer satisfaction, or revenue. Lastly, learning metrics measure how well the users are acquiring the knowledge and skills needed to use the new processes and systems effectively; this can be done by tracking completion and retention rates of training programs, quizzes, or certifications.
-
Michelle Teunis
Global Change & Transformation Leader | People. Tech. Business. Culture | Human-Centred Change Design & Leadership | Capability & Agility | Applied Neuroscience | Mentor & Coach
In relation to process and system change, the types of metrics you might use are: - How quickly people come up the adoption curve - How many people are utilising the change based on what was expected - How well people have moved from knowledge to ability This can be done through digital adoption tools like WalkMe, system use stats, surveys, quizzes and observations. Also, an idea to check-in on change recipients’ overall performance and wellbeing, seeing as change is noted as a common psychosocial hazard. Ideally, some of these measures could be done side by side with some form of hyper care initially, as adoption relies on great change management, post implementation support and leaders taking on the support post program roll off.
-
Seetha Cristian
Head of Change and Transformation | Strategic Technology Leader | Technology Delivery, Strategy, and Transformation | Agile Program Management | Big Data | DevOps | Risk Management | Stakeholder Management | Scrum Master
Some of the metrics that have helped me in large programs are: 1. OKRs - what is the target and key measures 2. Capacity planning and utilization 3. Speed to market and value 4. Team's velocity 5. Say-Do benefits: provides information on what was committed vs delivered/being worked on. 6. Customer satisfaction survey and feedback. 7. Financials: forecast spend vs Actuals, cost vs benefit.
When selecting the best metrics for tracking the adoption of new processes and systems, there are several factors to consider. These include your change vision and strategy, the needs and expectations of stakeholders, your baseline and targets, data sources and methods, as well as resources and constraints. It is important to understand how your goals align with the organizational vision and strategy. Additionally, it is necessary to identify the key stakeholders involved or affected by the change, as well as their needs, expectations, and preferences. Furthermore, you should be aware of the current state of your processes and systems, as well as the desired future state and targets. Lastly, you should consider available and reliable sources and methods of collecting, analyzing, and reporting data. Taking into account time, budget, staff, or technology constraints is also essential.
-
Marcelo de Elias
Linkedin Community Top Voice e Linkedin Creator | Especialista em gestão de mudanças | Mestre em inovação | Professor FGV e FDC | Ex-executivo de RH | Escritor e palestrante | Conselheiro | Pioneiro em Inner Skills.
Once, when leading the implementation of a new system, I encountered persistent resistance from the team. Instead of traditional metrics, I chose to measure adoption rates through narratives. I encouraged team members to share their experiences and challenges regarding the new system. This unveiled hidden concerns and enabled targeted action to overcome invisible barriers. Sometimes, non-traditional metrics based on stories and emotions can be more valuable than cold numbers, illuminating crucial aspects of change. After all, empathy is a metric that cannot be quantified but can transform the adoption of new processes and systems.
-
Pankaj G.
Vice President Global Sales Operations | Advisory Board Member | NED
In my opinion, metrics to measure change can vary widely depending on the context and the specific objectives of the change. For example, it could be efficiency metric measuring the speed and resources used for processes before and after the change. Another type could be based on outcome effectiveness. For example, customer satisfaction scores, error rates, or product defect rates. To measure growth impact, utilise metrics like market share, revenue growth rate, or customer acquisition rate. And to assess people impact, you can use engagement scores, or uptake of new practices. The selection of metric should be aligned with the strategic goals of the change management initiative.
In order to use metrics effectively, it is important to follow some best practices. This includes defining metrics that are SMART, collecting data regularly and accurately with valid and reliable methods, analyzing the data critically and objectively, reporting the data visually and persuasively, and reviewing and adjusting metrics periodically and flexibly. Additionally, you should ensure that all stakeholders understand and agree with the metrics, that you collect data with sufficient sample size and quality, that you use appropriate statistical tools to analyze the data, and that you account for any biases or errors in the results. Finally, it is essential to highlight key findings, insights, and recommendations that support your change objectives.
-
Seetha Cristian
Head of Change and Transformation | Strategic Technology Leader | Technology Delivery, Strategy, and Transformation | Agile Program Management | Big Data | DevOps | Risk Management | Stakeholder Management | Scrum Master
Using metrics effectively in large change programs is essential for tracking progress, assessing impact, and ensuring the success of the initiative. Here's how to do it: 1. Set Clear Goals: Begin with clear objectives for your change program. 2. Pick Relevant Metrics: Choose metrics that directly measure progress toward your goals. 3. Regularly Monitor and Analyze: Continuously track, analyze, and adjust based on data insights. 4. Open Communication: Share metrics and progress with stakeholders for alignment and accountability. Be ready to educate them on how to read and understand the data being reviewed. Agree on a format and communicate.
-
Alissa Tambone
Market Research | Transformation Consultant | Change-agent
Metrics should be used in an empowering way, to inform, guide, and enhance executive level decision making, while being actionable on the contributor levels of the organization. Accountability should not focus on the numbers, but on the plan and execution of initiatives statistically proven to improve numbers. Leadership styles that coach, mentor, and facilitate important discussions rather than focus on punitive enforcement of improvements in the metric system are likely to create a culture of buy-in and collaboration. Conversely, when punitive implications apply to metric declines, the fostered culture is one that is focused on hiding or deceiving leadership, rather than focusing on improving the issue with the product or service itself.
-
Michelle Teunis
Global Change & Transformation Leader | People. Tech. Business. Culture | Human-Centred Change Design & Leadership | Capability & Agility | Applied Neuroscience | Mentor & Coach
Whilst many change metrics focus on adoption, proficiency, productivity, don't forget that change is a human-centred function. The change role is not simply an extension of, or the training and comms side of project management. I’d therefore invite you to consider measuring how supported people felt during the change, how prepared they feel to sustain and improve the change (this includes measuring how supported leaders / product owners feel, as they are usually taking on the ownership of the result of change). You can do this through a retro. Similarly, how are we checking in on wellbeing and ensuring there are no residual psychosocial hazards? Context applies, though it's always best to assess and ensure bias doesn't take over.
(edited) -
Jerry Nierzwicki MBA
We provide efficient, safe and sustainable solutions in our customers' supply chains. We work with our customers and suppliers to deliver mutually beneficial sustainable solutions.
While metrics surely are necessary measurement tools to gauge progress and success; first and foremost, a strong foundation for managing organizational change lies in a solid strategy. Some of the best change management strategies include; good planning, honest transparency, two-way communication, and employee participation. The sleeper in this list is participation. Including team leaders at all levels helps their teams feel like they’re contributing to the success of the process rather than feeling forced into change.