Leading Change 8: Establish success measures

Define and apply a balanced set of performance objectives and measures of performance relating to key areas of change

On-the-Job

Identify recent changes in your area of responsibility and determine if measures were established and what results have been achieved based on the measures Take responsibility for a change project in your department and establish and track the success measures Participate in a task force engaged in implementing a change and take responsibility for identifying and implementing the measurements of success

Education and Training

• Managing Strategic Innovation and Change (Columbia University, 212-854-3395, 1 week, $4500)
• Organizational Transformation: Critical Success Factors (Cornell University, 607-255-1504, 4 days, $3200)
• Successfully Managing Organizational Transformation (UCLA, 310-825-2001, 2 days)
• Managing Individual and Organizational Change (University of Virginia, 804-924-3000, 1 week, $3000)
• Leading Organizational Change (Wharton Executive Education, 215-898-1776, 5 days, $5950)
• International Quality and Productivity Center (973-256-0211)
     ---Measuring the Impact of People Practices on Competitive Success, 2 days, $1195
     ---Using the Balanced Scorecard as a Strategic Management System, 2 days, $1395
• Organizational Transformation Conference: Achieving Fundamental Change (Conference Board, 212-339-0345, 2 days, $1150)
• Conference: Human Resource Effectiveness (Saratoga Institute, 408-366-7900, 3 days, $1200)
• Linkage, Inc. (617-862-3157)
     ---Using Financial Models to Measure the ROI on HRD and Training, 1 day, $395
     ---Assessment, Measurement and Evaluation of Human Performance (Conference: 3 days, $895; Workshop: 2 days, $895
     ---Building Competency-Based Tools and Applications: How to Design HR Processes That Your Organization Will Use, 2 days, $895

Reading

• Aligning Strategic Performance Measures and Results (The Conference Board, 212-339-0345, Report No. 1261, 1999)
• David K. Carr, Kelvin J. Hard and William J. Trahant, Managing the Change Process (McGraw-Hill, 1995)
• Daryl R. Conner, Managing at the Speed of Change (Villard Book, 1995)
• Tony Eccles, Succeeding with Change (McGraw-Hill, 1996)
• Jon R. Katzenbach and the RCL Team, Real Change Leaders: How You Can Create Growth and High Performance at Your Company (TimeBusiness Books, 1996)
• John Pendlebury, Benoit Grouard and Francis Meston, The Ten Keys to Successful Change Management (Wiley, 1998)
• Harvey Robbins and Michael Finley, Why Change Doesn't Work (Peterson's, 1997)
• Robert W. Rogers et al., Organizational Change That Works: How to Merge Culture and Business Strategies for Maximum Results (DDI, 1997)
• Jerome H. Want, Managing Radical Change (Brace-Park Press, 1996)
• Price Waterhouse Change Integration Team, The Paradox Principles: How High Performance Companies Manage Chaos, Complexity and Contradiction to Achieve Superior Results (Irwin, 1996)
• William Schiermann and John Lingle, Bullseye! Hitting Your Strategic Targets through High-Impact Measurement (Free Press, 1999)
• David A. Whitsett and Irving R. Burling, Achieving Successful Organizational Transformation (Greenwood Publishing Group, 1996)