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Representative POMs are described for Need for Change at each level of maturity.

2Basic

• Practice

  Document the actions that the change implementation will require.

  Outcome

  There is little understanding of the rationale for change.

  Metric

  Existence of a documented change action list.

• Practice

  Promote the case for change at an organizational level.

  Outcome

  The case for change is made at a general level.

  Metric

  Records of promotion of the need for change at an organizational level.

3Intermediate

• Practice

  Carry out a full examination of the need for change in advance of implementing a new change initiative.

  Outcome

  Sourcing and analysing a wide range of data on the need for change builds awareness of those affected by the change.

  Metric

  Existence of a documented diagnosis of the need for change.

• Practice

  Actively communicate to change participants both the case for change and its level of urgency.

  Outcome

  Participants are motivated to action by their understanding of the need and urgency for change, including the expected benefits to the organization and to individuals.

  Metric

  Records of communication to change participants on both the case for change and its level of urgency.

• Practice

  Ensure that concerns and questions from change participants are listened to and addressed.

  Outcome

  Participants are motivated by the understanding and openness of change leaders.

  Metrics

  • Records of communication of concerns and questions from change participants.
  • Level of satisfaction of change participants with the response from change leaders to their concerns and questions.

4Advanced

• Practice

  Define what the change means for each stakeholder.

  Outcomes

  • The focus is on defining what the change means for different stakeholders.
  • The need for change can be balanced against potential risks.
  • Desired change outcomes can be clarified with and for all those affected by the change.

  Metric

  Existence of a documented change impact per stakeholder.

• Practice

  Collaborate with key influencers in the organization to promote understanding of the business rationale for change and the benefits at a personal level.

  Outcomes

  • Change leaders make a compelling case for organizational change.
  • Commitment to the priorities of change initiatives is increased across the organization.

  Metric

  Records of involvement of key influencers in change promotion.

• Practice

  Recognize and celebrate the progress made to address the need for change.

  Outcome

  Participants are motivated to commit to the priorities of the change initiatives by awareness and recognition of their efforts.

  Metrics

  • Records of communication on change progress recognition and promotion.
  • # of individuals publicly recognized.
  • # of events scheduled to acknowledge progress and contributions.

5Optimized

• Practice

  Continually evaluate the need for change; and continually review and communicate these evaluations.

  Outcomes

  • The case for change is continually evaluated, reviewed, and communicated.
  • There is clarity on all aspects of the need for change, both internally and externally, as appropriate.

  Metric

  Records of regular communication of the case for change.

• Practice

  Engage with individuals on their awareness and understanding of organizational change across the change life cycle, recognizing and celebrating change progress.

  Outcome

  The case for change is reinforced in persuasive communications throughout the change life cycle. This has the effect of continuously motivating progress and encouraging change participants to adapt to the emerging situation.

  Metrics

  • Records of ongoing recognition of progress and change promotion.
  • # of individuals publicly recognized.# of events scheduled to acknowledge progress and contributions.