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LAUREATE INTERNATIONAL UNIVERSITIES
EXECUTIVE MBA
ELIANA AUGUSTA DE ARRUDA
THE IMPORTANCE OF MEASURING CHANGE PROGRAMS
USING PROVEN AND POWERFUL TOOLS
SÃO PAULO
2015

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ELIANA AUGUSTA DE ARRUDA
THE IMPORTANCE OF MEASURING CHANGE PROGRAMS
USING PROVEN AND POWERFUL TOOLS
Final Project (scientific article) presented as
partial requirement to obtain the title of
Specialist in the Executive MBA Post
Graduate Program at Business School São
Paulo - BSP.
Advisor: Professor Maria Cristina Ortiz Camargo
SÃO PAULO
2015

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SUMMARY
DEDICATORY...........................................................................................................................................................4
AKNOWLEDGEMENT.........................................................................................................................................5
ABSTRACT.................................................................................................................................................................6
Introduction............................................................................................................................................................7
Objectives, Problem and Hypothesis ................................................................................................12
Literature Review ............................................................................................................................................13
Accenture Change Tracking Tool.........................................................................................................16
Final Considerations......................................................................................................................................20
References .............................................................................................................................................................22
Commitment Term.......................................................................Error! Bookmark not defined.

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DEDICATORY
Dedicated to the Change Management Community.

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AKNOWLEDGEMENT
To Accenture, for sponsoring part of this Executive MBA (EMBA).
To my parents, to whom I own what I am, and where I am.
To my husband, for his patience and support during the EMBA.
To my EMBA friends, with whom I spent memorable moments,
especially during the international module in Boston, Massachusetts
- USA. Many thanks for the support during the hard working times.
To the EMBA’s professors, for their dedication, and for sharing nice
content and experience.
To my advisor, Professor Cristina Ortiz, for all classes, workshops,
guidance, coaching, encouragement and inspiration.

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ABSTRACT
Changes are happening in most organizations, everywhere: acquisitions,
restructuring, merger, post-merger integrations, shared services, new business
strategies, systems implementations, cost reduction, culture change, downsizing,
technology transformation programs etc., and they are vital to the long-term
competitiveness. Organizational change is related to people, and it cannot change
while people within it change. This article will present important information about
change management, some recent statistics, and discuss one of the greatest
challenges faced by Corporate Transformations: track the changes, and ensure
that the promised benefits and improvements are delivered. This article will also
present the most common KPIs used by most of the companies, some of the tools
used to support this task, and how this effort can be minimized when powerful tools
are used. Considering all the costs involved in a change, that changes take long,
that projects typically take longer than planned to be completed and cost more
than budgeted, find out too late that the change is off track may cause irreversible
damage, contributing to increase the resistance to future changes.
Keywords: Measurement of Organizational Change. Change Measurement
Methods and Tools. Change Tracking. Change Management KPIs.

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Introduction
Changes are the only certainty that organizations have. The future is change, and
change is a big responsibility.
Changes should not only happen when business is going down. Oliveira, 2009,
interviewed the CEO of Itaú Unibanco, Roberto Setubal, who described the
problems of changing a company that is set in its successful habits, and how
important it is to have the company moving with the world. Vermeulen et al., 2010,
agree on the same. According to them, companies should consider making
changes while performance is still good. An interesting point raised by them is that
even if the external environment is not changing, probably the internal environment
is. So, restructuring the company in advance helps build new networks, break the
silos and make the companies more creative. To help the board define the time to
change, Vermeulen et al. have created a questionnaire named “A Corporate
Cholesterol Test”. This is a very important exercise to avoid massive
reorganization and restructuring, especially for big companies.
According to Kotter, 2012, the reasons for change are basically the same:
organizations need to change, to be able to cope with a more and challenging
business environment. Aaron et al., 2008, states that more and more the
organizations look for ways to work smarter and better. According to them, it is
more difficult to have employees committed to new ways of thinking and acting
than implementing new processes and systems. Companies must ensure that
people are ready, willing and able to change. Emotional reaction must be
considered, as well.
Peter Drucker has an interesting quote: “The greatest danger in times of turbulence
is not the turbulence – it is to act with yesterday’s logic”, and Martin Luther King
has another interesting one: “Change does not roll on the wheels of inevitability,
but comes through continuous struggle”.
These quotes do not apply only for companies which need to pass through any

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transformation program to remain competitive, but to their employees as well. Gray
el al., 2010, brings to our attention another important point: people need to be
creative in this post-industrial economy, where the nature of work is constantly
changing. People are not in the position anymore of letting the naturally creative
ones to be creative, but challenge themselves to be more productive, innovative
and find different ways of delighting and surprising their customers. This is not an
easy task, and Gamestorming can help a lot.
Petrescu, 2010, confirms what the Change Management professionals are aware
of: there are lots of literature, methodologies and software about how to manage
and implement change available in the market, in the shelves or even in more than
320 consulting companies offering Change Management services (by 2011,
according to Prosci web site). In 1995 Kotter outlined the “Eight Success Factors
to Transform Organizations”, which are more related to people’s behavior:
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for Creating Short-term Wins
7. Consolidating Improvements and Producing Still More Change
8. Institutionalizing New Approaches
Aaron et al., 2008, identified the eight undeniable truths about change:
1. Organizations change when the people within them change
2. Resistance is inevitable
3. Commitment to the past hinders change in the future
4. Connecting to the head and the heart builds commitment
5. A leader’s action speak louder than words
6. Effective communication demands quality and quantity
7. People support what they help to create

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8. Sustaining change takes support and reinforcement
Petrescu, 2010, brings to our attention a very important combination for a
successful change implementation: "hard“ and “soft” areas. In summary, project
planning and new implementations (hard) are as important as the embracement of
new technologies by people (soft), as an example. The “hard” side is much easier
to measure than the “soft” side, what made her conclude that the people side is
the most challenging part of change implementation.
The Change Management discipline has been accomplishing great improvements
in the last years, aiming to deliver more and more value to the clients:
 Methodologies
 Best Practices
 Certification Programs
 Enterprise Change Management
 Cloud-based set of transformation tools
 Agile Change Management
 Gamestorming
 Change measurement tools
 Innovative learning systems
 Etc.
The Association of Change Management Professionals® (ACMP®), the industry’s
first global association for Change Management practitioners, was launched in
2011 and recently completed two great accomplishments:
 October 2014: released the ACMP’s Standard for Change Management,
a common definition and understanding of the discipline of Change
Management.
 February 2015: released the ACMP’s Qualified Education Provider™
(QEP™), which approves Change Management training and continuing
education courses aligned with the ACMPstandards, and with the Certified

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Change Management Professional. It applies to Change Management
professionals who act independently or are part of a company, to help
them keep aligned with the standards and provide more value to their
clients.
ACMP also organizes annual workshops, which are very important to keep their
members (or any other participant) up to date and connected with professionals
from all over the world. Their members benefit from change management
development and career growth, can volunteer to contribute with the continuous
improvement of the Change Management discipline, and also join a local chapter
to contribute in their regions. Learn more at www.acmpglobal.org.
In recognition of the growth in demand for change management services and the
need for consistent adoption of change management practices, ACMP has
committed to developing industry recognized certification programs. Their initial
focus is on certification for change management practitioners – a credential which
is being developed under the working title of Certified Change Management
Professional™ (CCMP™). ACMP plans to introduce the credential in 2016.
Prosci, the world leader in benchmarking research and Change Management
products since 1994, provides a suite of products that also contribute with the
strengthening of the discipline:
 Change Management Certification
 Certified Instructor Application
 Train-the-trainer Program
 Advanced Change Management Program
 Onsite Program Audit
 Etc.
Learn more at www.prosci.com.
According to Prosci, 2014, the Change Management trends are:

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1. The awareness of the need and value of Change Management is increasing
at all levels of organizations.
2. Organizations continue to devote more resources and positions to Change
Management – 36% of the 2012 Best Practices in Change Management
respondents indicated that their organization has created an office or a
functional group around the discipline of Change Management.
3. Change Management activities are being introduced earlier and more often
into Project Management programs.
4. Demand is growing for building internal Change Management
competencies versus relying on outside consulting.
5. There is a greater demand for Change Management training and
certification within organizations.
Having the right talent in the right place is key. More and more sponsors and
leaders need to understand that Change Management activities must be
performed by people with the right competencies, and let the others act in their
core skills. Try to save budget in this area may cost much more later on.
Change Management is not intended to work by itself, but with other disciplines as
well. Examples:
 Strategy:
o According to Aaron et al., 2008, the application of effective Change
Management helps the company accelerate the pace of change to
achieve timely business outcomes, and financial returns.
 Project Management:
o Project Management deals with the technical side of the change,
while Change Management deals with the human side of the change.
o According to Prosci, 2014, 71% of the 2013 study integrated Project
Management with Change Management, due to the following
reasons:
 Critical to success

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 Request from influential individuals
 Past experiences, when integration was not considered
 Avoid isolation from teams
 Nature of the project
Note: there are cases when the integration is not recommended.
The previous statements reflect the benefits of applying Change Management to
a project, but do not answer one of the biggest challenges faced by the Change
Management professionals: how to effectively track the changes.
Objectives, Problem and Hypothesis
The objective of this article is to present the benefits of using proven and powerful
tools to track the changes in Transformation Programs.
Measure performance is not an easy task, either considering the strategic, or the
change management point of views. According to Mankins el al., 2005, a very
important rule is define very clear goals, informing what the company will, and will
not do. High performance companies use real time performance tracking to
develop and deploy effective countermeasures when events throw the companies’
plans off course.
Another important point raised by them, based on their researches, was that 15%
of the companies rarely track performance against long-term plans. As a result,
they continue funding losing strategies.
This article also aims to prove, based on the researches and literatures consulted,
the hypothesis below:
 H1: there is an added value in applying Change Management to a program
or a project.
 H2: there is an added value on measuring the success of the change
through the Change Management tools, especially with the powerful ones.
 H3: it is very important to select the appropriate KPIs when measuring.
 H4: it’s important to report the Change Management effectiveness to the

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multiple levels of the organization.
Literature Review
Why Measure?
Change is made to benefit an organization. Without measuring the effects of
change, it is impossible to ensure that the benefits are being realized.
According to Chrissis et al., measurement is a very important management
capability the supports the review of project progress, product size, quality, etc.,
enabling management to take decisions and corrective actions. It is important to:
 Specify the objectives of measurement
 Specify the analysis mechanism, data collection, data storage, and
reporting
 Provide objective results
Collect the improvement opportunities is it is as important as measure.
Communicate the results of the measure to the relevant stakeholders, supported
by clear and concise contextual information to guide them on the results
interpretation. Support on decision making and corrective actions helps a lot.
There are four important points to consider:
 How the metrics were specified
 How the data was obtained
 How to interpret the results
 How the results address the company’s needs
Likierman, 2012, shares his experience in this area. According to him, most
senior executives find measurement an onerous and difficult task. They generally
have to deal with a mass of numbers and comparisons that not always provide
the right information about performance. This is risky, as misunderstandings may
lead to wrong decisions. If the indicator is precisely and loudly specified, it will be

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easier to see what is not fitting for the purpose. Below you have a summary of his
main recommendations:
 Have quantitative and qualitative metrics
 Do not look only at your own company
 Make sure that you find the relevant data
 Do not focus on the past, but also on the coming months
 Look at what you are not doing, as well
 Diversify your metrics to avoid manipulation
 A decision about not doing something should be analyzed in the same way
of a decision of doing something
 Be very precise about what you want to assess (success criteria), the
related metrics, and make everyone very clear about it
Finding the right people to manage performance is key. They must be experts,
define the right number of Key Performance Indicators (KPIs), interpret them
correctly, and ask the right questions to draw the conclusion. Line managers are
the ones who generally understand performance, and they should be in contact
with financial managers, although sometimes conflict interests may break the
communication.
Campa, 2013, also raises a similar point: the CFOs should work close with
business strategy guys, and the financial managers should be able to explain
how they effectively contribute to the success of the company. They should help
business to succeed, and not act as a profit center.
Prosci, 2014, states that fewer than 40% in the 2013 participants’ survey
reported measuring change management effectiveness, and 45% reported the
results to the following recipients:
 Sponsors
 General leadership
 Project/Program personnel

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The metrics reported are related to the following areas:
 Individual employee metrics
 Overall project performance metrics
 Change Management metrics
Measurement
As stated previously, Change Management partners with other areas of the
company. Due to this reason, its effectiveness may contribute with KPIs that are
used by other areas, such as Finance and Business Strategy. Change
Management must be integrated with decision-making teams, as well.
The KPIs can be financial and non-financial, and should be tied to the
organization’s vision, mission and core values:
 Changes in profit or gross income
 Changes in market share
 Changes in costs
 Changes in the culture
 Changes in customer satisfaction
 Changes in the Net Present Value
 Individual performance management
 Correct use of the processes
 New levels of delivering products or services
 Client satisfaction surveys
 Employee satisfaction and motivation surveys
 Organization success in the short, medium and long term
 External factors
It is important to create a baseline data before the project starts. This way, the
progress can be reviewed over time.
Change Management Measurement Methods

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According to Prosci, 2014, and existing literatures and methodologies, there are
several ways to measure change. Below are some examples:
 Stakeholder analysis
 Impact analysis
 Change readiness
 Change commitment curve
 Cultural assessment
 Skills assessment
 Surveys
 Checklists
 Implementation reviews
 Observations
 Case studies
 Action Plans derived from feedback and workshops
Note that these tools may be used in the different phases of the change
management project.
Change Management Measurement Tools
As stated previously, there are several methods to measure change, but this
article will explore a very powerful change tracking tool owned by Accenture, a
global management consulting, technology services and outsourcing company.
Continuous innovation and rapid transformation have been themes throughout
Accenture’s story, traced to the 1950’s.
Accenture Change Tracking Tool
Change Tracking is a patented, innovative, and effective “navigation system” for
leaders to monitor and improve performance during times of change. It has been
developed to:

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 Answer the question: “Is the Change Program on track to high
performance?”
 Support the reality of the organizations: management of multiple change
initiatives.
Change Tracking is used in more than 30 countries in over 150 global
organizations. It helps their leaders to minimize the risk and realize the benefits
of significant change, and build change capability for the future. Below are some
of its features, benefits and capabilities.
Features and Benefits:
 Has a simple user interface
 Can be used to monitor multiple change initiatives (if correctly set up, it
can use one survey to capture information for multiple stakeholders)
 Available in 11 languages
 Can be used by small groups (from 20 to 200 people) undergoing change,
or entire organizations
 Sets up the organization at a baseline point
 Provides feedback using practical reports / easy-to-understand change
maps at three levels, and leaders see where to focus resources
 Focus on the factors that really make the difference
 Brings science to Change Management, as it:
o Has sophisticated technology, statistical analysis and mathematical
models in the background
o Takes a research-based insight and predictive analytical approach
to provide organizations with insights, and the support they need to
achieve exceptional performance across times of change
o Finds patterns and common pathways in complex data sets
o Functions as a Global Position System for the organization

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 Its benchmarking database, composed by 750,000 change journeys, 15
years of research and dozens of projects with global companies, provides
a very rich source of knowledge, combined with sophisticated analysis that
finds patterns and common pathways in complex data sets.
 Surveys stakeholders and analyzes the results, so that organizations can
effectively plan, manage and guide their change programs to achieve
successful outcomes a very rich source of knowledge
 Its feedbacks are used to identify trouble spots before change goes off
track, and to initiate appropriate corrective actions with confidence
 Provides performance reports on the key six drivers of change
 Supports the identification of risks
 Enables Consultants spend time in value-added services
 Applicable for private and public organizations
 Applicable to a variety sectors:
o Government
o Financial services
o Health services
o Mining and Resources
o Manufacturing
o Engineering
o Energy Utility
o Pharmaceutical, Motoring, Sanitation, Biotech
o Telecommunications
 Helps Accenture’s clients understand how change impacts their programs
and business outcomes, and enables organizations and teams to assess
and track the performance and behavior of their people
Capabilities:

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 Change Model: composed by 22 to 44 questions, which take no more
than 15 minutes to be completed through an online survey. Shown in
figure 1.
 Change Map: the knowledge of over 750,000 individual change journeys
are embedded in each region, helping to predict and model the best way
forward, and anticipate obstacles along the way. Shown in figure 2.
 Action Pathways: practical, actionable reports which enable the quick
identification of critical issues, showing where action is needed, and what
the responsible people need to do.
Change Model:
Figure 1. Key Stakeholders of the Change Program complete a survey, using the
Accenture Change Model as reference, to determine where in the Change Map they are
located. Reports are delivered to multiple levels of the organization.

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Change Map:
Figure 2. Multi-dimensional Change Map, composed by four zones and twenty regions,
where corrective actions should be taken to drive the employees to the High Performance
zone.
Learn more at www.accenture.com.
Final Considerations
Change Management discipline has been growing in importance in the last years,
and has been proven through methodologies, tools and skilled professionals to be
an effective way for improving the performance of the organizations, no matter the
size of the project.

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Although the main purpose of this article is to explore change measurement
through the use of a powerful tool developed to track change, due to the fact that
most organizations are struggling in this area because of the number of change
projects in place, there other aspects required to be mentioned.
In the same way organizations need to innovate to remain competitive, Change
Management professionals need to innovate as well, to ensure that they are truly
helping their clients. Important questions to be done:
 Are we building / improving our skills?
 Are we building others’ skills?
 Are we challenging ourselves?
 Are we spending time in value-added services?
 Are we being creative?
 Are we being innovative?
 Are we contributing with the improvement of Change Management
discipline all over the world and locally?
 Are we benefitting from new technologies?
 Are we being resistant?
 Are we helping to break resistance?
 Are we expanding our networking?
 Are we integrating with other disciplines, such as Strategy, Program and
Project Management?
 Are we selling our competitive advantages correctly, with passion?
As stated previously, a powerful change tracking tool, aligned with other best
practices can make a big difference in a transformation program.
As stated by Prosci, more and more the companies are seeing the importance of
having Change Management professionals in their projects, and sometimes
including the discipline as part of their project life cycle: one more reason to think
about the previous questions, and be prepared for new scenarios.

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Measure change is hard and challenging for a lot of people, and will always be.
Invest in the right tool is key, and build the willingness to take the results in
consideration as well.
It is important to ensure that clients act on results, and implement the
recommended actions. This is why it is important to report the right information to
the multiple stakeholders, and in the right time.
The combination of the four hypothesis lead to successful improvements.
References
Association of Change Management Professionals. Qualified Education
Provider (QEP), 2015.
Association of Change Management Professionals. Standard for Change
Management, 2014.
CREASEY, Tim, TAYLOR, Tracy. Best Practices in Change Management –
2014 Edition. Prosci Benchmarking Report – 822 organizations share lessons and
best practices in change management, 2014.
CAMPA, Jose. Lessons from the Crisis for Corporate Finance. Deep Insight,
2013.
LIKIERMAN, Andrew. HBR Guide do Finance Basics for Managers: Speak the
language, Decide with data, Manage profitably. The Five Traps of Performance
Measurement – pages 139 to 151, 2012.
CHRISSIS, Mary, KONRAD, Mike, SHRUM, Sandy. CMMI Third Edition –
Guidelines for Process Integration and Product Improvement. Addison
Wesley, 2010.
GRAY, Dave, BROWN, Sunni, MACANUFO, James. Gamestorming – A
Playbook for Innovators, Rulebreakers, and Changemakers. O’Reilly, 2010.
HBR’s 10 Must Reads on Change Management. Featuring “Leading Change”
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RAMONA, Petrescu Ph. D. Organizational Change Process – Steps to a
Successful Change. 2010.
VERMEULEN, Freek, PUNARAM, Phanish, GULATI, Ranjay. Change for
Change’s Sake. Harvard Business Review, 2010.

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HAMPTON, John. Fundamentals of Enterprise Risk Management – How Top
Companies Assess Risk, Manage Exposure, and Seize Opportunity.
AMACON, 2009.
OLIVEIRA, Frederico. Transforming a high-performing company: An interview
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AARON, Stacy, NELSON, Kate. The Eight Constants of Change – What
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KOTTER, John. Leading Change – Why Transformation Efforts Fail. Harvard
Business Review, 2007.
AARON, Stacy, NELSON, Kate. The Change Management Pocket Guide –
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MANKINS, Michael, STEELE, Richard. Turning Great Strategy into Great
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