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How do we measure the implementation of large‐scale change?

Marla Hacker (Marla Hacker received her PhD from Virginia Tech Industrial Engineering Department. She is currently on the faculty of the management and engineering school of Oregon State University‐Cascades Campus. Her research interests include project management, measurement systems, and strategic change.)
Marvin Washington (Marvin Washington received his PhD from Kellogg Graduate School of Management. He is currently on the faculty of the management department at Texas Tech University. He has recently been involved in a large‐scale transformation of the Botswana Public Service. Previously he has conducted research with the US Postal Service. E‐mail:

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 September 2004



How do you evaluate the implementation of large‐scale organizational change? As more organizations are implementing large‐scale improvement efforts, this has become a vital question for organizations. The importance of this question is underscored by the fact that the literature is filled with articles that suggest that many of these projects fail. In this paper, we provide a tool that can be used to measure the implementation of large‐scale improvement efforts and then we demonstrate how we used this tool to assess the implementation of a performance management system in the government of Botswana. We end with three benefits of using a large‐scale evaluation survey tool: (1) it provides hard data on large‐scale implementation; (2) it helps to de‐politicize situations caused by the stress of undergoing a large change; and (3) it provides management with a tool to help them understand how their organization is functioning.



Hacker, M. and Washington, M. (2004), "How do we measure the implementation of large‐scale change?", Measuring Business Excellence, Vol. 8 No. 3, pp. 52-59.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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