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Auf den Kern gebracht #5: Change Monitoring

Lesezeit: 7 Min.

The fifth part of the series "Getting to the Core" will deal with the topic of change monitoring. Change monitoring should be an essential part of a change management project and uncovers progress, obstacles and resistances that either drive and facilitate a project or slow it down and make it more difficult. This article provides an overview of why change monitoring should always be part of every evolution that takes place in a company.

What is Change Monitoring capable of?

Change monitoring means that the entire change process (e.g. caused by a change management plan), with all its development processes, qualitative and quantitative information, obstacles and progress is visualised.

In the early phases of change processes, change monitoring provides information on whether the project design is effective and whether time and resources can be used efficiently. Accordingly, it can be helpful to consider change monitoring already in the planning process of change measures. If previously defined success factors are not reached, evaluations can be used to make transparent the obstacles that a company encounters in order to achieve its goals.

Within projects, change monitoring serves, for instance, to accelerate decision-making and the identification of measures for the respective change project and to underpin them with quantitative-statistical values. On the basis of this, action planning can also be argued against possible objections.

Furthermore, change monitoring can reveal whether change projects reach the target groups they want to reach. Different types of monitoring must be combined, since the accessibility of the end costumer, works council and manager can differ significantly.

change monitoring is the basis for communication between different process participants. A well-structured monitoring process, i.e. the collection and evaluation of data and their adequate provision to the various process groups, serves the common understanding of the project. As already mentioned in other articles (e.g. in the article on Commitment), sharing information and involving groups of people in a change process creates Commitment towards the process and ultimately Commitment towards the company. change monitoring also manages to ensure adjustments and improvements of the measures by creating opportunities for exchange between each other already in the change process. With an accompanying change monitoring in the change management process, you can always act instead of only reacting to failed measures.

After completion of a project, it is possible to assess which goals have been achieved and how the consequences, effects and value of the measure can be assessed.

Goals of Change Monitoring

change monitoring helps to achieve the goals of change management projects in the company. This is proven not only by numerous literature but also by practical cases. Within the change monitoring process, individual information is provided to different process participants with the aim of reducing uncertainties and counteracting risks. Relevant groups of people are provided with all individually relevant information despite different entrepreneurial needs in order to develop an understanding of the change project. This flow of information strengthens the common, overriding goal, which often seems difficult to grasp during the transformation phase in the company: the previously defined goal of the change management plan.

Change monitoring is used to collect data on measures and activities as well as their impacts and effects in the change management process. In the following, it can be derived from this data how willing a department or an entire company is to change.

Objections to Change Monitoring?

Although some project managers are often convinced in advance that the change project itself has an inherent value and that change monitoring should therefore be avoided, the advantages in implementing change monitoring outweigh the disadvantages.

In addition, many decision makers of change projects are afraid that they might be blamed for possible errors or that they will have to deal with negative results of change processes that are only revealed by change monitoring. These fears and worries of employees and managers must definitely be resolved before change monitoring begins. Monitoring should not be about who is held responsible for which errors, but about which measures and project plans work and which do not. What ultimately works differs from company to company and, although often claimed, cannot be predicted by an omniscient manager or employee with the help of a fortune teller ball.


Change Monitoring is a fundamental component of a Change Management project because it is the only way to highlight progress and obstacles to development as well as uncertainties and successful project implementation on the part of employees and managers.

change monitoring reduces uncertainties by showing exactly which measures achieve the desired effect and which do not. This knowledge increases the efficiency and effectiveness of the project. However, this is only possible if the entire company, with all its participants, recognises and understands the value of change monitoring. This willingness to go along with a change and to show oneself willing to change can ultimately be recognized in monitoring in order to draw subsequent measures from the willingness to change.

Change monitoring thus forms the basic prerequisite for continuous improvement or further development in the company through constant monitoring of process progress.

Change monitoring is the only way to ultimately implement a sustainable change mentality in the company itself without wasting short-term (mis)successes by not reflecting on them.

„I'm not a seer. I'm just there,
to insert windows where there used to be walls.“

Michel Foucault

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