Change Management Journey Scorecard

Guidelines and Tool Template

© The Change Source 2013 – All Rights Reserved

What is the tool?

The Change Management Journey scorecard provides a baseline to understand the areas in which stakeholders perceive strengths and weaknesses in the current state e.g. Communication, sponsorship, project management, inconsistent rewards, etc. This also provides insight into what further effort is required to improve people's perception of the change. Perception is very important when preparing and planning for change because how people view something and what they think is going on can make or break a change effort's success.

Guidelines

• Use the scorecard as a way to evaluate perception of past changes so that what was done well can be repeated and what was done poorly can be improved.

• Regularly administer the scorecard to the stakeholder group throughout the course of the change effort so that dips in positive perception can be corrected with appropriate interventions before it is too late.

• Inform participants about the results of the scorecard and the things that will be done to improve the deficiencies that they have identified.

Change Management Journey - Scorecard

Evaluate the above statements using the scale provided: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree

Navigation Leadership

Enablement Ownership

1. Different change initiatives are integrated in the

minds of management;

2. Different change initiatives are integrated in the

minds of employees;

3. Management prioritises the use of resources;

4. Change initiatives are aligned;

5. Costs and benefits of all projects are managed

as a whole.

Senior Management:

1. serve as effective role models for desired

behaviours;

2. are strong sponsors of change;

3. hold managers and supervisors accountable

for contribution to successful change;

4. provide coaching related to change leadership;

5. effectively communicate about change (reasons

for, benefits, strategies).

1. Processes are redesigned to eliminate non-value

added activities.

2. Organisation structure is designed to fit future

needs.

3. Competencies for the new organisation are being

identified.

4. Training strategy and plan supports new skill and

behavioural requirements.

5. Performance management and reward systems

are redesigned to fit the new organisation.

People affected by change:

1. are involved in the process in a meaningful

way;

2. believe their ideas and concerns are being

heard and responded to;

3. understand the need for change;

4. believe the change is positive for the

company;

5. receive effective communications (timely,

relevant, honest)

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