Technique 2.120 Strategic Change Health Scorecard
Introduction
Use this quick self-assessment to gain clarity on your project's strengths and identify potential risks in 5 key areas; plus get rapid insights and actionable next steps.Top of Form
Critical Dimensions for Success (5)
1. Strategic Alignment & Sponsorship
2. Stakeholder Engagement & Communication
3. Readiness and Capability
4. Planning and Execution
5. Culture and Mindset Shift
Bottom of Form
Overview
Provide a brief overview of your project, including:
- What outcomes or results do you hope to achieve with this project?
- Who are you trying to reach with this project?
Complete the table by answering Y = yes, N = no or M =maybe
| Dimension | Question | Possible Answers | Yes/No/Maybe |
|---|---|---|---|
| 1. Strategic Alignment & Sponsorship | |||
| 1.1 Change Vision | To the best of your knowledge, is the change vision clearly articulated, widely understood, and directly linked to core business objectives? | Developing and articulating a change vision has not yet started or has significant gaps | |
| Development of a change vision is in progress | |||
| The change vision has been well established, linked to core business objectives and communication of the vision is well underway | |||
| 1.2 Change Sponsorship | Do we have visible, active, and unified sponsorship from senior leaders, with clear roles and responsibilities? | Senior leader sponsorship has not yet started or has significant gaps | |
| A sponsor is in place; with work is underway to develop a visible, active and unified approach | |||
| Visible, active, and unified sponsorship from senior leaders is well established, with clear roles and responsibilities | |||
| 1.3 Resources | Are resources (budget, time, people) consistently allocated and protected to support the change? | We haven't yet planned or allocated resources or there are significant gaps in the financials, schedule or resource plan | |
| Resource planning is currently underway and we are developing a workable position across budget, time and people | |||
| Resources have been planned and allocated consistent with the change vision and measures are in place to protect resources for the duration of the project | |||
| 2. Stakeholder Engagement & Communication | |||
| 2.1 Stakeholder Identification | Have all key stakeholder groups been identified, and are their needs and concerns being actively addressed? | Stakeholder identification hasn't yet started, or there are significant gaps in our ability to identify stakeholders | |
| Stakeholder group identification is in progress, including an understanding of groups directly impacted by the change | |||
| We have identified stakeholder groups, including those directly impacted. We are assessing their specific needs and are confident we will address them | |||
| 2.2 Communication Plan | Is there a clear, consistent, and multi-channel communication plan in place that informs and engages all impacted parties? | Communication planning hasn't yet started, or there are significant gaps in our engagement of impacted parties | |
| A communication plan is in progress and we're developing access to the right channels for our stakeholders | |||
| We have a well-established, clear, consistent and multi-channel communication plan that has been optimised to inform and engage our impacted stakeholders | |||
| 2.3 Feedback Loop | Are we actively listening to feedback and adapting our approach based on stakeholder input | We do not yet have any feedback channels in place, or there are significant gaps in our ability to receive stakeholder input | |
| We're developing feedback channels and have started progressing two-way conversations and input from stakeholders | |||
| Our feedback channels are well established and we regularly adjust and adapt our approach based on stakeholder input | |||
| 3. Readiness and Capability | |||
| 3.1 Business Readiness Assessment | Have we assessed the organisation's or team's readiness for this specific change (e.g., culture, existing capabilities)? | Business readiness assessment has not yet started or there are significant gaps in our ability to certify the organisation will be ready to adopt the change | |
| We are developing readiness assessments and building an understanding of how to progress readiness where needed | |||
| We have assessed the organisation's or team's readiness for this specific change, and have a well-established action plan to progress readiness to adopt the change | |||
| 3.2 Training and Support | Are affected teams and individuals receiving adequate training and support to adapt to the new ways of working? | Our training and support planning has not yet been started or there are significant gaps in our ability to deliver the training and support needed | |
| The training and support plan is in progress and we're developing a view as to what training will be needed | |||
| Our training plan is well established, and we're confident in our ability to deliver the needed training and support at the right time | |||
| 3.3 The Change Team | Do our internal change practitioners possess the necessary skills and resources to guide this transformation? | We do not have a change team, or we have significant gaps in our ability to guide this transformation | |
| We are in the process of assigning change resources and assessing whether they will be able to guide this transformation | |||
| Sufficient change resources have been engaged, and we're confident they are well able to guide this level of transformation | |||
| 4. Planning and Execution | |||
| 4.1 Change Management Planning | Is there a comprehensive change management plan integrated with the project management plan? | Change management planning has not yet started or there are significant gaps in planning and scheduling change activities | |
| Change management planning is in progress and we're currently developing an understanding of how it will integrate with the project schedule | |||
| Our change management plan is well established and has been optimised to dovetail into the overall project management plan | |||
| 4.2 Change Metrics | Are we regularly tracking key change metrics (adoption, proficiency, resistance) and adjusting our strategy based on data? | We haven't yet started tracking change metrics or there are significant gaps in our ability to adjust our course based on the data | |
| Tracking change metrics is in progress and we're developing our ability to make adjustments based on the data we're receiving | |||
| We're mature in tracking change metrics and have a well-established pathway to adjust our strategy based on the data | |||
| 4.3 Risk Management | Are risks and anticipated resistance points being proactively identified and mitigated? | We haven't yet started assessing change management risks or there are significant gaps in our ability to identify or mitigate change risks | |
| We are in the process of assessing change management risks and developing mitigation plans | |||
| Our identification of change risks is well established, regularly reviewed and risks are proactively mitigated | |||
| 5. Culture and Mindset Shift | |||
| 5.1 Cultural Implications | Are we actively addressing the cultural implications of this change and fostering a supportive environment? | We haven't yet started addressing the cultural implications of this change or there are significant gaps in our ability to provide a supportive environment | |
| Addressing the cultural implications of the change is in progress and we are developing a supportive environment | |||
| We are well established in catering for the cultural implications of the change, and our environment is being optimised to support change adoption | |||
| 5.2 Leadership Behaviours | Is leadership demonstrating the desired new behaviours and mindsets? | Leaders are not yet demonstrating the desired change behaviours and mindsets | |
| Leadership behavioural and mindset change is in progress and they are starting to show signs of visible acceptance and change championship | |||
| Our leadership behaviours and required mindset are well established and optimised to support their teams' change experience | |||
| 5.3 Reinforcement | Is there a clear strategy to reinforce positive cultural shifts and address resistance? | Reinforcing positive changes and addressing resistance has not yet started or we anticipate significant gaps in our ability to reinforce this change | |
| A strategy to reinforce positive cultural shifts and address resistance is in progress and we're our understanding of what this means in practice | |||
| Our reinforcement strategy is clear, well established and our ability to deal with resistance has been honed and optimised |
(source: Kerrie Smit, 2025)