Mixing
Measuring the adoption of a concept in a company [closed]
Clash Royale CLAN TAG#URR8PPP
.everyoneloves__top-leaderboard:empty,.everyoneloves__mid-leaderboard:empty margin-bottom:0;
up vote
1
down vote
favorite
At my company our new executive has put in place a new concept for operational excellence and would like it to become the new way of life, the structure that defines the working culture. My question is then: what are the best-practices to measure the dispersion and/or the adoption of the concept within an organization in the short term and long term realms?
Emailed Surveys? Free-response boxes? Formal evaluation against the concept's key standards on mid-year reviews? Gamification? What has worked for you?
The company is too large to sustain collection techniques that require extensive manual moderation for an extended period of time so automation in the data collection process is a plus.
company-culture
asked Jul 17 '15 at 12:55
mlegge
1095
closed as too broad by Jan Doggen, NotMe, gnat, scaaahu, Masked Man♦ Jul 21 '15 at 16:25
Please edit the question to limit it to a specific problem with enough detail to identify an adequate answer. Avoid asking multiple distinct questions at once. See the How to Ask page for help clarifying this question. If this question can be reworded to fit the rules in the help center, please edit the question.
suggest improvements |Â
up vote
1
down vote
favorite
At my company our new executive has put in place a new concept for operational excellence and would like it to become the new way of life, the structure that defines the working culture. My question is then: what are the best-practices to measure the dispersion and/or the adoption of the concept within an organization in the short term and long term realms?
Emailed Surveys? Free-response boxes? Formal evaluation against the concept's key standards on mid-year reviews? Gamification? What has worked for you?
The company is too large to sustain collection techniques that require extensive manual moderation for an extended period of time so automation in the data collection process is a plus.
company-culture
asked Jul 17 '15 at 12:55
mlegge
1095
closed as too broad by Jan Doggen, NotMe, gnat, scaaahu, Masked Man♦ Jul 21 '15 at 16:25
Please edit the question to limit it to a specific problem with enough detail to identify an adequate answer. Avoid asking multiple distinct questions at once. See the How to Ask page for help clarifying this question. If this question can be reworded to fit the rules in the help center, please edit the question.
2
automation in the data collection process is a plus. If you don't tell use what there is to measure (a new concept for operational excellence is not measurable) this question just asks for a list of options and is therefore too broad.
– Jan Doggen
Jul 17 '15 at 13:16
2
And your question comes too late. The moment this new concept was introduced was the time to define measurable quantities. Failing to do so shows that your executive and/or your company is willing to throw a lot of time/money away not caring how to measure the effectiveness.
– Jan Doggen
Jul 17 '15 at 13:18
suggest improvements |Â
up vote
1
down vote
favorite
up vote
1
down vote
favorite
At my company our new executive has put in place a new concept for operational excellence and would like it to become the new way of life, the structure that defines the working culture. My question is then: what are the best-practices to measure the dispersion and/or the adoption of the concept within an organization in the short term and long term realms?
Emailed Surveys? Free-response boxes? Formal evaluation against the concept's key standards on mid-year reviews? Gamification? What has worked for you?
The company is too large to sustain collection techniques that require extensive manual moderation for an extended period of time so automation in the data collection process is a plus.
company-culture
asked Jul 17 '15 at 12:55
mlegge
1095
At my company our new executive has put in place a new concept for operational excellence and would like it to become the new way of life, the structure that defines the working culture. My question is then: what are the best-practices to measure the dispersion and/or the adoption of the concept within an organization in the short term and long term realms?
Emailed Surveys? Free-response boxes? Formal evaluation against the concept's key standards on mid-year reviews? Gamification? What has worked for you?
The company is too large to sustain collection techniques that require extensive manual moderation for an extended period of time so automation in the data collection process is a plus.
company-culture
asked Jul 17 '15 at 12:55
mlegge
1095
asked Jul 17 '15 at 12:55
mlegge
1095
asked Jul 17 '15 at 12:55
mlegge
1095
asked Jul 17 '15 at 12:55
mlegge
1095
1095
closed as too broad by Jan Doggen, NotMe, gnat, scaaahu, Masked Man♦ Jul 21 '15 at 16:25
Please edit the question to limit it to a specific problem with enough detail to identify an adequate answer. Avoid asking multiple distinct questions at once. See the How to Ask page for help clarifying this question. If this question can be reworded to fit the rules in the help center, please edit the question.
closed as too broad by Jan Doggen, NotMe, gnat, scaaahu, Masked Man♦ Jul 21 '15 at 16:25
Please edit the question to limit it to a specific problem with enough detail to identify an adequate answer. Avoid asking multiple distinct questions at once. See the How to Ask page for help clarifying this question. If this question can be reworded to fit the rules in the help center, please edit the question.
2
automation in the data collection process is a plus. If you don't tell use what there is to measure (a new concept for operational excellence is not measurable) this question just asks for a list of options and is therefore too broad.
– Jan Doggen
Jul 17 '15 at 13:16
2
And your question comes too late. The moment this new concept was introduced was the time to define measurable quantities. Failing to do so shows that your executive and/or your company is willing to throw a lot of time/money away not caring how to measure the effectiveness.
– Jan Doggen
Jul 17 '15 at 13:18
suggest improvements |Â
2
automation in the data collection process is a plus. If you don't tell use what there is to measure (a new concept for operational excellence is not measurable) this question just asks for a list of options and is therefore too broad.
– Jan Doggen
Jul 17 '15 at 13:16
2
And your question comes too late. The moment this new concept was introduced was the time to define measurable quantities. Failing to do so shows that your executive and/or your company is willing to throw a lot of time/money away not caring how to measure the effectiveness.
– Jan Doggen
Jul 17 '15 at 13:18
2
2
automation in the data collection process is a plus. If you don't tell use what there is to measure (a new concept for operational excellence is not measurable) this question just asks for a list of options and is therefore too broad.
– Jan Doggen
Jul 17 '15 at 13:16
automation in the data collection process is a plus. If you don't tell use what there is to measure (a new concept for operational excellence is not measurable) this question just asks for a list of options and is therefore too broad.
– Jan Doggen
Jul 17 '15 at 13:16
2
2
And your question comes too late. The moment this new concept was introduced was the time to define measurable quantities. Failing to do so shows that your executive and/or your company is willing to throw a lot of time/money away not caring how to measure the effectiveness.
– Jan Doggen
Jul 17 '15 at 13:18
And your question comes too late. The moment this new concept was introduced was the time to define measurable quantities. Failing to do so shows that your executive and/or your company is willing to throw a lot of time/money away not caring how to measure the effectiveness.
– Jan Doggen
Jul 17 '15 at 13:18
suggest improvements |Â
1 Answer
1
active
oldest
votes
up vote
2
down vote
How to measure depends entirely on what the change actually was. You need a baseline measurement of performance before the change and then continue to measure after the change.
But what defines performance is directly associated to what the change was. Some changes are harder to measure than others. It is relatively simple to measure how many people in an organization have starting using the new Project management software. It is harder to measure how many people are being kinder to fellow employees.
Some measurement techniques include:
- Keystroke recorders
- Counts of widgits completed
- Counts of items backlogged
- Surveys (Hard to design one that is statistically accurate and peoplw will lie on these at work especially if they don't trust that it is anonymous)
- Retention rates
- Cost over time (before and after the change, such as a change that is supposed to lower energy costs)
If you really want to learn how to measure such things, do some in depth reading on quality measurement. The American Society for Quality has a lot of good resources. Also look into six sigma techniques and Total Quality Management.
Any management that decides on a new "concept for operational excellence" without taking the time to define and measure current performance indicators before implementing the change is simply not serious about the change or incompetent.
And incidentally if you want those measures to be valid for measuring organizational change, they must not ever be used to measure individual performance. You need to read W. Edwards Deming to understand why.
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
3
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
suggest improvements |Â
1 Answer
1
active
oldest
votes
1 Answer
1
active
oldest
votes
active
oldest
votes
active
oldest
votes
up vote
2
down vote
How to measure depends entirely on what the change actually was. You need a baseline measurement of performance before the change and then continue to measure after the change.
But what defines performance is directly associated to what the change was. Some changes are harder to measure than others. It is relatively simple to measure how many people in an organization have starting using the new Project management software. It is harder to measure how many people are being kinder to fellow employees.
Some measurement techniques include:
- Keystroke recorders
- Counts of widgits completed
- Counts of items backlogged
- Surveys (Hard to design one that is statistically accurate and peoplw will lie on these at work especially if they don't trust that it is anonymous)
- Retention rates
- Cost over time (before and after the change, such as a change that is supposed to lower energy costs)
If you really want to learn how to measure such things, do some in depth reading on quality measurement. The American Society for Quality has a lot of good resources. Also look into six sigma techniques and Total Quality Management.
Any management that decides on a new "concept for operational excellence" without taking the time to define and measure current performance indicators before implementing the change is simply not serious about the change or incompetent.
And incidentally if you want those measures to be valid for measuring organizational change, they must not ever be used to measure individual performance. You need to read W. Edwards Deming to understand why.
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
3
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
suggest improvements |Â
up vote
2
down vote
How to measure depends entirely on what the change actually was. You need a baseline measurement of performance before the change and then continue to measure after the change.
But what defines performance is directly associated to what the change was. Some changes are harder to measure than others. It is relatively simple to measure how many people in an organization have starting using the new Project management software. It is harder to measure how many people are being kinder to fellow employees.
Some measurement techniques include:
- Keystroke recorders
- Counts of widgits completed
- Counts of items backlogged
- Surveys (Hard to design one that is statistically accurate and peoplw will lie on these at work especially if they don't trust that it is anonymous)
- Retention rates
- Cost over time (before and after the change, such as a change that is supposed to lower energy costs)
If you really want to learn how to measure such things, do some in depth reading on quality measurement. The American Society for Quality has a lot of good resources. Also look into six sigma techniques and Total Quality Management.
Any management that decides on a new "concept for operational excellence" without taking the time to define and measure current performance indicators before implementing the change is simply not serious about the change or incompetent.
And incidentally if you want those measures to be valid for measuring organizational change, they must not ever be used to measure individual performance. You need to read W. Edwards Deming to understand why.
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
3
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
suggest improvements |Â
up vote
2
down vote
up vote
2
down vote
How to measure depends entirely on what the change actually was. You need a baseline measurement of performance before the change and then continue to measure after the change.
But what defines performance is directly associated to what the change was. Some changes are harder to measure than others. It is relatively simple to measure how many people in an organization have starting using the new Project management software. It is harder to measure how many people are being kinder to fellow employees.
Some measurement techniques include:
- Keystroke recorders
- Counts of widgits completed
- Counts of items backlogged
- Surveys (Hard to design one that is statistically accurate and peoplw will lie on these at work especially if they don't trust that it is anonymous)
- Retention rates
- Cost over time (before and after the change, such as a change that is supposed to lower energy costs)
If you really want to learn how to measure such things, do some in depth reading on quality measurement. The American Society for Quality has a lot of good resources. Also look into six sigma techniques and Total Quality Management.
Any management that decides on a new "concept for operational excellence" without taking the time to define and measure current performance indicators before implementing the change is simply not serious about the change or incompetent.
And incidentally if you want those measures to be valid for measuring organizational change, they must not ever be used to measure individual performance. You need to read W. Edwards Deming to understand why.
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
How to measure depends entirely on what the change actually was. You need a baseline measurement of performance before the change and then continue to measure after the change.
But what defines performance is directly associated to what the change was. Some changes are harder to measure than others. It is relatively simple to measure how many people in an organization have starting using the new Project management software. It is harder to measure how many people are being kinder to fellow employees.
Some measurement techniques include:
- Keystroke recorders
- Counts of widgits completed
- Counts of items backlogged
- Surveys (Hard to design one that is statistically accurate and peoplw will lie on these at work especially if they don't trust that it is anonymous)
- Retention rates
- Cost over time (before and after the change, such as a change that is supposed to lower energy costs)
If you really want to learn how to measure such things, do some in depth reading on quality measurement. The American Society for Quality has a lot of good resources. Also look into six sigma techniques and Total Quality Management.
Any management that decides on a new "concept for operational excellence" without taking the time to define and measure current performance indicators before implementing the change is simply not serious about the change or incompetent.
And incidentally if you want those measures to be valid for measuring organizational change, they must not ever be used to measure individual performance. You need to read W. Edwards Deming to understand why.
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
edited Jul 17 '15 at 15:00
mhoran_psprep
40.3k462144
40.3k462144
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
answered Jul 17 '15 at 13:35
HLGEM
133k25226489
133k25226489
3
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
suggest improvements |Â
3
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
3
3
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
HLGEM I think you are making it too complicated. You just count how many excellences your operation has produced each week. Easy as pie.
– Myles
Jul 17 '15 at 13:48
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@Myles Why bother counting anything? Just let confirmation bias give people the answer they are expecting through casual observation.
– Eric
Jul 17 '15 at 16:24
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
@HLGEM Can you add a link to Deming?
– Jan Doggen
Jul 19 '15 at 9:43
suggest improvements |Â
2
automation in the data collection process is a plus. If you don't tell use what there is to measure (a new concept for operational excellence is not measurable) this question just asks for a list of options and is therefore too broad.
– Jan Doggen
Jul 17 '15 at 13:16
2
And your question comes too late. The moment this new concept was introduced was the time to define measurable quantities. Failing to do so shows that your executive and/or your company is willing to throw a lot of time/money away not caring how to measure the effectiveness.
– Jan Doggen
Jul 17 '15 at 13:18