Changing appears to be nearly impossible.
Long time studies show that 70% of change management projects fail. That means that as a leader most of the changes you want to drive will fail — more than 2 out of 3 will end in disaster.
Which begs the question: “Is change really possible for big business? And how do you measure it?”
Because if changes isn’t going to happen, you should know that as early as possible.
You should be able to predict when something might work and if what you’re doing right now is (or is not) working. You should be able to predict successful change.
What makes change nearly impossible is the metrics and measurements used to define and scale change. The truth is that there is really only one accurate predictor of successful change — momentum.
Any change starts small. So the evidences of successful change are largely unnoticed for a while.
Due to the raw dynamics of big business, momentum is the single best way to measure change.
Just going through a series of steps and exercises doesn’t cement the change you want to see become successful.
You have to build momentum, maintain momentum, and increase momento around the change that you want to drive.
Momentum looks at different key performance indicators than revenue and profit and basic customer satisfaction. Momentum digs deeper at things like:
- How many fewer meetings can we have as a company and still communicate better?
- How many of our existing customers are offering their help to grow our business?
- How often are we thanked for our extra effort and told we are over-delivering?
- How are we creating and delivering memorable marketing and sales stories?
- How many of our customers are sharing (on their own) our story with ideal prospects?
This type of momentum is what delivers better results.
It’s not “skin deep”. It’s thoughtful and comprehensive.
And it’s what builds momentum. And makes change possible.