Change Management as a Trigger for Growth

MEASURING WHAT REALLY MATTERS

Public Sector Change Practitioner (PSCP) Webinar

November 13th, 2025

Montreal/CANADA

Today's Agenda

• Rethinking how we measure change
• Measuring what really matters
• The Change Balanced Scorecard
• Examples in action
• Key takeaways & Q&A

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What we'll discuss:

Why Traditional Change Metrics Fall Short

Many organizations track activity, not impact.

They measure completion not capability, engagement, or outcomes.

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The result?

Reports full of numbers that don’t reflect organization benefit.

Differentiating Metrics, KPIs, and OKRs

• Metrics: track activity (e.g., Nb of workshops held)

KPI: key performance indicators

OKR: objectives & Key results

e.g., objective: “Managers lead through coaching, not control”

Key result: 80% complete coaching workshop by Q3

• KPIs: track performance against a goal (e.g., hold 120 workshops)

• OKRs: tell a change story, tied to business value

From Adoption to Value

Moving from Reporting Activity to Proving Outcomes

• Adoption metrics (attendance, training) are only a starting point.
• What matters is how change improves capability, behavior, and results.
• Leaders and employees expect proof of value, not effort.
• Change succeeds when people’s behavior drives outcomes.

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Change management should measure what truly drives growth:

The Change

Balanced Scorecard

A Framework for Measuring What Really Matters

ENGAGEMENT

& ADOPTION

CLARITY & CAPABILITY

BEHAVIOR, RESISTANCE & SUSTAINABILITY

ORGANIZATIONAL

IMPACT

Are people involved and adopt the change?

Are new habits and ways of working taking root?

Are they equipped to embrace change?

Is the change improving outcomes or value?

Is the purpose and path of change clear to everyone? (incl. WIIFM*)

Are we addressing concerns and resistance effectively?

WIIFM: What’s in it for me

OKR: objectives & Key results

2

1

4

3

Applying the Change Balanced Scorecard

From Insight to Action

The goal: modernize travel management to make it effortless and transparent

and encourage early booking behaviors that save time and money when budgets are tight.

Before the change:

• Manual forms,
• long approval chains, and limited visibility on expenses,
• Employees frustrated,
• managers drowning in paperwork.

Mini-business Case

A large public agency is implementing SAP Concur to modernize its travel-request process..

Applying the Change Balanced Scorecard

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Metrics Adapted To The Mini Case

ENGAGEMENT

& ADOPTION

CLARITY & CAPABILITY

BEHAVIOR, RESISTANCE & SUSTAINABILITY

ORGANIZATIONAL

IMPACT

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• % of employees submitting travel through SAP Concur in first 3 months
• % of managers approving online

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• % of users trained and confident
• % of travel coordinators able to resolve requests without support

2

1

4

3

• Average travel cost reduction

(due to advance booking)

• Processing time reduced by X%
• Improved budget variance

• Reduction in off-process travel
• % of travel requests submitted at least X days before departure (advance booking compliance)

The Change

Balanced Scorecard

Examples of Generic Metrics per Quadrant

• % employees actively using new tools
• Participation in workshops
• Efficiency in system using (time saved vs. old process)

ENGAGEMENT & ADOPTION

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• % employees trained & certified
• Message comprehension rate
• % employees reporting “I feel capable of applying the change”

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CLARITY & CAPABILITY

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• Observed new behaviors in daily work
• Employee sentiment trend (support vs. resistance)
• Drop-off rate in new behaviors after 3 months

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BEHAVIOR, RESISTANCE & SUSTAINABILITY

ORGANIZATIONAL IMPACT

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• Productivity gains
• Reduction in errors/rework
• Improved customer satisfaction (e.g NPS)
• Cost savings (absolute value or %)

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Applying the Scorecard

Use scorecard insights to:

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• Identify where change is stalling.
• Show clear ROI to leadership.

• Demonstrate value creation.
• Reposition change management as a strategic discipline for organizational growth.

Key Takeaways

• Track value, not just activity.

• Use balanced metrics that connect behavior, engagement, and impact/organizational benefit.

• Translate change data into growth and value.
• Turn change management into a strategic capability

(not a cost center).

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“We don’t need more dashboards...

we need better stories, backed by meaningful data”

Thank You!

Follow me on Linkedin

email me at andy.lauret@elevationgc.ca

if you have more questions