Change monitoring
A new process is decided — but does it actually land in sales, production, and at the interfaces? With zweikern Insights you capture feedback across the project journey, spot support needs, and adjust measures as you go.
Voices · open feedback
Where day-to-day work sticksNew order process · Sales & ProductionThe new process is explained. When the order goes to production, we still don’t know who takes the next step.
CriticalWalk through three typical order handovers together and document ownership.
The new order process is approved, training scheduled, communication done. In day-to-day work questions still remain — that is where change monitoring starts.
Everyone knows why the change is happening. At the handover from Sales to Production it is still unclear who takes the next step and which information travels with the order.
The rollout is scheduled. Between incoming orders there is still no room to practise the new flow on real cases.
Contacts and follow-ups are in place. Whether that holds in daily work and which special cases still stick only shows in the next survey wave.
Example: a new order process between Sales and Production. Insights accompanies you from the first survey before go-live through to the third wave in live operations.
Ask about the concrete process — not change in general. Open answers show early that the handover to production stays unclear even though the goal picture was communicated.
Order process · Orientation
Is it clear who hands the order to production?
Is the information at handover complete?
For special cases, do I know who to ask?
Voices clusters open feedback: the Sales–Production interface is the critical theme. Special cases and missing practice time appear too — clearly prioritised.
In the workspace, Sales and Production agree: walk through three typical handovers, document a checklist and contacts for special cases — still before go-live.
Ask the same interface question before the start, during rollout, and eight weeks later. That shows whether clarity holds — and whether practice time is still missing in operations.
Three waves · Scale 1–5
Agreement along the go-live
Fictional sample values. A higher mean alone does not prove a specific measure.
Three compact findings: many initiatives fail in delivery, few transformations fully succeed — and structured change management makes a difference.
Harvard Business Review
Many intended changes never land in the organisation. Beer and Nohria put the share of failed change efforts at roughly two thirds.
The work studied change management overall — not software. For Insights that means: check early and repeatedly whether the intent and day-to-day work still match.
Beer & Nohria (2000) · Cracking the Code of ChangeIndustry study
In a McKinsey survey only about 26% of respondents said their transformation fully met its goals. Course-correcting along the way remains decisive.
That argues for short feedback waves rather than a one-off survey — so friction shows up while the project can still steer.
McKinsey (2015) · How to beat the transformation oddsBenchmark · practice study
Prosci benchmarks show: organisations with excellent change management meet their objectives far more often — in best-practice comparisons roughly six times as often as with poor change management.
Feedback and framing do not replace a change concept. They make visible where understanding, enablement, and support are still missing in the project.
Prosci · Best Practices in Change Management / ADKARThe figures describe external study results. They do not prove an automatic effect of zweikern Insights.
That is why we accompany change with feedback waves: make friction visible, adjust, and check whether clarification holds in day-to-day work.
Which questions matter depends on your initiative. With Insights you shape monitoring around the concrete project and add open feedback to ratings.
Illustrative perspectives
Perspective
Example question
Is it clear what changes in people’s own task in the process?
Additional open question: “What already works in the new process — and where does it still stick for you?”
Next step
In the intro call we clarify which process or rollout needs feedback and how often surveys should run to support your decisions.
You’ll talk to Andreas Kerneder, co-founder of zweikern.
How else can we help?
