Monitoring and evaluation of strategic change programme implementation—Lessons from a case analysis

Research output: Contribution to journalArticle

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Original languageEnglish
Pages (from-to)120-132
JournalEvaluation and Program Planning
Volume66
Early online date3 Oct 2017
DOIs
Publication statusPublished - 1 Feb 2018
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Research output: Contribution to journalArticle

Abstract

This study considered the monitoring and evaluation of a large-scale and domestic and global strategic change programme implementation. It considers the necessary prerequisites to overcome challenges and barriers that prevent systematic and effective monitoring and evaluation to take place alongside its operationalisation.

The work involves a case study based on a major industrial company from the energy sector. The change programme makes particular reference to changes in business models, business processes, organisation structures as well as Enterprise Resource Planning infrastructure. The case study focussed on the summative evaluation of the programme post-implementation. This assessment involved 25 semi-structured interviews with employees across a range of managerial strata capturing more than 65 roles within the change programme at both local and global levels. Data relating to their perception of evaluation effectiveness and shortcomings were analysed by means of template analysis.

The study identifies responsibilities for executing an evaluation alongside various methods and tools that are appropriate, thereby focussing on the “Who” (roles, responsibility for particular activities) and “How” (methods and tools) rather than “What” to monitor and evaluate. The findings are presented generically so they offer new insights and transferability for practitioners involved in managing strategic change and its associated evaluation.

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