How likely is your change to fail?

Based on a set of 20 questions, this questionnaire provides a quick scan of your change program. Crisis interventions are not covered. After submitting your answers, your score will be visualized in a risk profile based on the main characteristics of successful change.

Use the sliders to indicate per statement if you agree.
(1 totally disagree - 7 totally agree)


1. The organisation has a correct and realistic view on the complexity of the change.

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2. There is a formal way of working (process) to capture and deal with feedback on the change - feedback that can originate from all levels in the organisation-.

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3. Enough time has been slotted in for the people impacted in order to allow them "to change". (Learning new behaviour, taking a training, joining a change initiative,....)

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4. All people that would be impacted by the change have been (formally) identified.

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5. Before the kickoff of the change, potential unexpected side effects have been identified.

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6. A planning regarding the change and relevant milestones is in place.

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7. People from different levels (hierarchies/positions) in the organisation have been involved in shaping the change approach.

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8. At the start of the change program, the entire organisation has been informed. Even people that, at first sight, would not be impacted.

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9. At the kickoff of the change, the "WHY" of the change has been clearly and formally communicated.

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10. There is awareness of the balance that needs to be found between the believers and the non-believers of the change.

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11. When defining the change approach, previous change experiences of the organisation have been taken into account.

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12. Metrics for the change have been defined and measurements are being regularly evaluated.

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13. The company/department vision and the drivers for the change are repeatedly communicated and shared with the entire organisation.

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14. Early achievement of small successes has been built-in into the approach of the change.

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15. The non-believers have been identified.

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16. A change owner, the person heading the change and acting as a change leader, has been appointed and is in place.

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17. The approach defined for the change program is aligned with the company culture.

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18. The goals of the change have been clearly identified and explicitly linked to the company vision and strategy.

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19. The things that work today and that we value (we do NOT want to change) have been identified and documented.

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20. The change goals are perceived as realistic.

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