Unfortunately, this is a common practice. More than 50% of GBS organizations rely on measuring the success of change management initiatives through C-SAT, NPS, employee satisfaction surveys, and noise levels. Change management should be measured by adoption as indicated by such measures as the creation of shadow organizations, the number of change requests, and the accuracy of knowledge capture, amongst other factors.
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State of Play in GBS Change Management
In this first-of-its-kind report, Everest Group partnered with Sourcing Change to understand how leading GBS organizations across the globe approach change management. This comprehensive report will help GBS leaders and change practitioners uncover several strategic and operational aspects of GBS change management practices spanning maturity, drivers, operating model, scope of work, time of involvement, staffing and talent model, governance mechanisms, and approaches to measure outcomes and fund change management competency within the GBS.
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