Establishing the effect.
WHAT TO ESTABLISH BEFORE THE CHANGE
What you expect to improve How it will be measured The current position
WHY THE BASELINE
Improvement cannot be shown without it.
WHAT TO MEASURE
The outcome the change was meant to affect.
WHAT NOT TO MEASURE ALONE
Whether the change was implemented Activity and effort Satisfaction with the process
WHY
Implementation is not benefit.
WHAT EXAMPLES OF OUTCOME MEASURES LOOK LIKE
Time to complete something Errors and rework Cost per unit Customer complaints Revenue or margin Staff turnover
WHAT TO MEASURE ALONGSIDE
Whether the change is actually being followed.
WHY BOTH
An unfollowed change cannot be judged on its outcome.
WHEN TO MEASURE
After enough time for the transition to settle.
WHY
Measuring during transition shows disruption rather than effect.
WHAT TO WATCH FOR
Improvement in the measure with deterioration elsewhere.
WHY
Changes frequently move a problem rather than solving it.
WHAT TO EXAMINE
Whether anything else got worse.
WHAT TO DO IF THE CHANGE DID NOT HELP
Establish whether it was the change or the implementation.
WHAT TO CONSIDER
Reverting.
WHY IT DESERVES SAYING
Persisting with a change that did not work, to avoid admitting it, is common and costly.
WHAT TO RECORD
What was changed, what was expected, and what resulted.
WHAT THAT BUILDS
Understanding of what actually works in your organisation.
