T H E

V A L U E

O F

ADKAR Change Management

BENEFIT
S

POTENTIAL
CONSEQUEN
CES
IF NOT
ADOPTED

Business
understands what is
and isnt working
Able to
communicate
problems and find
options early
Focus attention on
the most important
reasons to change
Low adoption
Many debates over
the reason for
change
Spread rumours /
misinformation
Denial of change

Reduced risk of
project failure
Better engagement
of employees
Risk involved
indentified
Build momentum
and address fears
Enhanced job
security and career
advancement
Low staff morale
Employees not
support / participate
in change
High team turnover
within a Project

AWARENES
S

DESIRE

of the need for

change
QUANTITATI
VE
MEASURES

QUALITATIV
E
MEASURES

DESIRED
OUTCOME

Mark Hui

Employees learned
new technical skills,
think as a team, share
information, and set
reasonable targets
A coherent strategy
on change is
consistent across
business
Removal of barriers
Limited skills
Silo-based
operations
Individualistic
thinking
Clueless during
transition and noneffective in future
state

to participate
& support the
change

Business to
employ suitable
governance
framework
Adjust processes
as needed
Employees able to
apply new skills using new
processes/tools
Low utilisation and
up-take
Expected
performance results
not achieved

KNOWLED
GE

ABILITY

on how to
change

Survey - Total (#) of

employees
understand the
nature of the change
and why this change
is needed
Total (#) of
testimonials
Tenor of comments
Satisfaction with
answers given
Credibility of
source of
information

Participation rates
(%) for on board with
a change

Gap (%) between

current knowledge
levels and desired
knowledge levels

Direction of level of
interest over time (up
or down)
Employees fear of
the unknowns being
addressed

Stakeholders feel
supported

Stakeholders are
engaged

Discussion topics
related to learning
Reduction in
resistance
Access to the
necessary information
Capacity to learn
Stakeholders want
to learn

Reduced time and

cost to affect the
change, and longer
lasting results
Encompasses the
mechanisms and
approaches so that
the new way stays in
place
Non-compliance
with the new way
(inefficiencies, breach
of contractual
agreement,
legislation)
Change doesnt
stick

to implement
required skills
& behaviours

Total (#) of
expected
performance results
are achieved
(demonstrated
achievements)
Demonstrated
improvement in levels
of capability &
competence

Stakeholders are
involved

REINFORCE
MENT to
sustain the
change

Total (#) of
employees who are
rewarded as a
percentage of the
workforce
Share price
Operating income
Demonstrated
proficiency in target
behaviours
Adoption rates
Stakeholders feel
positive about change
Stakeholders are
recognised for desired
behaviours