In this follow-up article, I’ll show you how to define success, set the right priorities for implementing. A change program, and how these two aspects help move from the 70% change failures to the 30% Club.
Defining Success:
The Measuring Stick for Every Change
You don’t change for nothing.
You want to improve things, make them smarter, make them faster or better connected to new technology, organizational processes or changing customer behavior.
It almost sounds like kicking in an open door
And yet it turns out that we often find it difficult to define sucess properly. I came across this podcast in which the Canadian Kevin Kieller (from about 10.30″) explains this principle well.
Defining success starts with clearly describing what you want to achieve. This can be generically about productivity or quality of service, but what does that mean? If you can’t measure it, how do you know if you’ve been successful? So make your goals as specific as possible. As Kevin Kieller also says in the podcast: “It’s great that you want to be more productive, but how productive are you now? And how much better do you need to be? And why?”
Examples of clear definitions of success
By clearly defining success, you create a clear yardstick for the success of your 2024 Vietnam Telegram Users Library or transition.
Challenge yourself to really get a clear picture of what your goal is, how you make it measurable and controllable. Examples of good definitions are:
Success is when the sales process is 20% faster, resulting in a better onboarding experience for new customers and faster revenue generation.
Success is when our customer
Success is when after the merger at least eighty percent of the employees feel proud of the new organization within 6 months and we save 25% costs within a year. Or our joint market share grows by 5%.
Prioritizing: The Right Focus for Change
Only when you have a clear definition of success, you can BT Leads set your priorities properly. In my experience, there is almost never 1 change, each change is a puzzle of sometimes dozens of mini-changes.
Another experience
you don’t always have to think of those mini-changes yourself, just get Rich People Number Library from the employees involved. They often know exactly where the bottlenecks are.
For example, a twenty percent faster sales process could consist of:
Developing a generic template for responding to tenders
Add pricing to the website so that it is clear during the first sales conversation
Standardizing discount scales to accelerate negotiations in the final phase
Weekly meeting between marketing and sales team for actions on the weighted sales pipeline
For example, the mini-changes for a 15% increase in customer satisfaction are divided into:
Reduce customer waiting time on the phone
Routing VIP customers to best service agents
Increasing the first resolution rate for customer inquiries
Improving insight into customer data in the CRM system
