The Problem

When you’re a global bank with 13 different business verticals, getting people to do things in a systematic way across the whole company is no small task, especially when it comes to change management. “Because each of us did things a little differently, it was a challenge to show case how various change impacts were intertwined across the business. We were only able to tell a small part of the story of change.”

That approach becomes less impactful as you try to tell a collective story, at any level– business or enterprise. So first, you must streamline how everyone accumulates data, then think of insights and recommendations and how that can be shared to further discuss and lastly, influence.

The hard part, of course, is trying to create a system where process and data integrity remain constant across all projects, but where change practitioners still have the freedom to move projects (and impacted groups) forward using methods that work best for their unique situation.

The Solution

Off the bat, we knew that we couldn’t create an entirely new way of managing change for a +120,000-person company. We needed to shape shift to how our client approached—and spoke about—change. What they needed was a structure to ensure that their individual change managers could track a project from idea to adoption, while their change leaders could extrapolate the specific details needed to tell an effective change story to decision makers.

So, we got to work, partnering with their Enterprise Change Management department, to create that structure, by building a work management toolbox tailored specifically for them. We were able to lean on what we’ve learned in the change space, while incorporating enough of our client’s own methodology to motivate their individual users to use the tool.

An illustration of a bar with three colors, green, yellow, and pink, representing level of adoption. There is a triangle pointing to green, showing that adoption is complete.An illustration of a bar with three colors, green, yellow, and pink, representing level of readiness.An illustration of a bar with three colors: blue, yellow, and red, representing level of risk. There is a triangle pointing to red, showing the risk is high.
A bar graph showing number of impacts per month for the months of May through September.

The Results

Today, with hundreds of initiatives in the platform, change leaders at the organization can create thematic, rollup reporting that can be filtered to answer specific business questions and build bridges between the COE & other business groups within the company.

As one change lead put it,

We never had any capability to see rollup views when we did manual reporting. With the structure and reporting views that ChangeAnalytics gave us, we can now quickly see all initiatives under a certain business vertical; and under each initiative, we can see specific deployments in intuitive visuals, filtered to whatever time frame we want.  

That has been incredibly powerful when communicating with decision makers. They know who is being hit with what and when, and they trust the data.

On the partnership with ChangeAnalytics...

The way that all the components and tabs were built really resonate with our internal teams, and it allowed us to create a seamless transition for the big advocates and users of the tool.

On saving time...

When it comes to ROI, even in its simplest terms, ChangeAnalytics gives me the efficiency and the ability to save hours not having to create roadmaps, or anything else, manually. Imagine that multiplied by your entire change department.
A illustrative example of a ChangeAnalytics screen
Two people at a conference desk smiling and talking excitedly.

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