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During the Measurement phase, our work is designed to measure the benefits received from the investment. This process will provide measurement against criteria agreed as our or our work in the Diligence phase – for instance ;

How much was learnt and retained – capture of lessons for the future
The degree of behavioural change across the organisations
The impact on project results

We can work with clients to help them put in place a hierarchy of measures that provides lead Indicators of success (e.g. sponsor performance
And levels of commitment). These will ensure that the lag indicators (financial measures such as return on investment) are not left to chance.

Change Measurement

Clients often find it difficult to measure behaviour change – not because behaviour change is difficult to measure – rather because there was insufficient time and effort up front defining what behaviour change is required.

Statistics on change
A report by independent research organisation – Business Intelligence – showed that: : “7 out of 10 change efforts that are critical to organisational success, fail to achieve their intended results”

Independent IT research firm Gartner Group reported, in 2002, that for major corporate systems investments:

•	28% are abandoned before completion
•	46% are behind schedule or over budget
•	80% are not used in the way they were intended to be or not used at all 6 months after installation

Read more from Gartner.
The software vendor’s competencies in technology and application deployment are no substitute for change management capability, which remains a core competency of external service providers (ESPs). More>>

Behavioural change is fundamental to the success of CRM. People can make or break a strategy to improve customer relationships. It is therefore imperative for CRM initiatives to motivate people to want to deliver value to customers. For many enterprises, this means cultural change management. More>>

26/02/07 by BELL I.T.2000