DATA DRIVEN

ORGANIZATIONS
Boosting change success with data
CONTENTS

FOREWORD 3

I. OBJECTIVES, APPROACH AND PARTICIPANTS 4

II. SPEED UP YOUR CHANGE WITH DATA 10

III. THE STUDY FINDINGS IN DETAIL 16

IV. HOW TO ACHIEVE DATA-DRIVEN CHANGE MANAGEMENT 26

V. PLANNING THE NEXT STEPS 34

2 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
FOREWORD CHANGE STUDY

Alex sighs. The status meeting didn't go well for him. Once again, the project sponsor
wanted to know where they stand in terms of their change ambition and whether the
project is still on track. Alex gives it a long thought and concludes that he could just
ask a couple of people from his department. What is one more email. The colleagues
surely don't have a problem with taking some time out of their day for it ...

Does this fictional scenario sound familiar? We encounter the question of the
measurability of change in almost every change project. Data-driven business, data-
driven organizations and the use of data in our private lives have by now become
a commodity. However, as soon as it comes to data-driven change management,
the room often gets very quiet. Is it even possible, how does it work and what is
allowed? These are precisely the questions that we constantly encounter and that
have brought us to the topic of this year’s change management study.

We wanted to know: Where do organizations stand in terms of data-centric action,

how is this applied to the management of change and – most importantly – how does
data-driven change management affect change success?

It was important for us to establish a validated connection between the data maturity
of a company, selected mediating factors, such as leadership or trust, and change
success. We succeeded in doing so, and the results are encouraging.

The use of data in change management has great potential that has not yet been
sufficiently exploited. In our study, we show the added value of data-driven change
management and what companies can do to successfully set it up and implement it.
We are convinced that data-driven change management makes change processes
more measurable and more successful. Not least through greater transparency,
more opportunities for participation and a greater sense of control among
those involved.

Not quite convinced yet? Gain a first-hand impression by reading our results or
contact us directly. We look forward to the dialog with you!

We would like to thank all study participants, especially those who were available
for a personal interview, as well as our study team Antje Peters, Jakob Teubert,
Hannah Pitacas, Svenja Stegemann, Lukas Binder, Nicola Aumüller, Hendrik Gräfe,
Hannah Louis, Svenja Berg, Julian Schabio and Nathalie Miesch, without whom
this study would not have been possible.

Christopher Wolf Ursula Bohn Laura Brugger

3
I. OBJECTIVES, APPROACH
AND PARTICIPANTS

The heat is becoming more and more If we wanted to store the 181 zettabytes face of this feverish agglomeration
unbearable. We're not talking about of data forecast for 2025 in our heads, of data is provided by the certainty
climate change, we're talking about it would require 181 million human that the growing volume of data is
data. In 2020, more than 64 zettabytes brains – for example, those of all the not indomitable. Companies are using
of new data were created on Earth – inhabitants of France, South Korea, increasingly sophisticated methods
that's 64,000,000,000 terabytes. Colombia and Portugal. and tools to process, display and
For comparison, if the Earth stood analyze data. And the larger the
for one petabyte, the sun would be If you've broken a sweat, get ready knowledge base, the easier it is to
equivalent to one zettabyte. because it’s getting hotter every day. predict future events. For executives,
That's more than a million times The International System of Units this is the information that really
more voluminous. So we terrestrials, (SI) has already named the next matters. After all, despite the
courtesy of machines, have created highest data dimensions: Yottabyte big-bang like expanse of the data
64 suns of data in just one year. (= 1,000 zettabytes), Brontobyte universe, it is only the raw material
The human brain has a theoretical (= 1 million zettabytes) and Geopbyte from which smart managers forge
storage capacity of 0.000,01 zettabytes. (= 1 billion zettabytes). Relief in the their company's future.

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 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Using data Attitude is strong. who stringently answer both

to drive change Facts are stronger questions can more easily build a
coalition for change and convince
This leads directly to change Everyone has an opinion about top management. Our study also
management. Previously, it was change. But few utilize backward shows that they can successfully
driven by the change vision as well chaining. Data indicates the effect manage the transformation process.
as the goals and measures derived of initiated measures in real time For data-driven companies, the
from it. The new, data-driven change on two levels: Is the change project probability of successful change
management integrates an additional running as planned? And how does is on average between 23 and
layer of information. Data provides it affect the core business? Change 27 percent higher than in other
compelling arguments that executives managers in data-savvy organizations organizations.
use to prove the need for change
and the use of the chosen means.
The likelihood of gaining broad
support for change up front is Fig. 01 This is what comprehensive data analysis delivers . . .
significantly higher in data-savvy
organizations. We can prove this
with our current study (see page 16). +19 % +20 % +18 %
In those organizations, five out of
six employees (83 percent) see the
change project as being supported Degree to which employees Professional change Trust in
by a broad coalition. In companies are informed communication the company
without comprehensive data
analysis, this is considerably
Fig. 02 The success of change increases through . . .
fewer (57 percent).

However, data can be evaluated

in many directions using complex +27 % +23 % +26 %
procedures. But whose requirements
are the yardstick – those of society,
High Data-driven Data-based
those of the legislator, those of the data maturity management corporate culture
shareholders pushing for market
success or those of the employees
who feel uncomfortable? Once this
has been clarified, data-driven change
management sets the guard rails
and directs the process. The insights Two birds with one stone
gained in the course of the change
are taken into account in the Change managers are in a sandwich position as they are challenged in two
subsequent decisions. ways. As those responsible for the success of the change process, change
managers have to meet the targets set by the board and management.
Decision-makers acting on To achieve this, they need the commitment of the employees to the change,
the basis of data create markets and ideally their proactive action as well. Easy to see, hard to get by:
that did not exist before. On top of Change managers are twofold under pressure. Data can provide relief
that, data may also point to business twice over. On the one hand, they can use it to immediately identify and
areas that do not promise long-term objectively justify acute problems, escalate if necessary and accelerate
success. At the push of a button, decisions. On the other hand, it demonstrates to employees the necessity
data – automated, aggregated, of the change and the measures introduced.
analyzed – paints a high-resolution
picture of exactly what needs to Data-driven arguments cushion potential resentment in both directions.
be done. And what follows from They also give employees the certainty that the change will promote
it are for example insights on where their personal advancement. Five out of six change experts we spoke
and why resistance in the workforce to for this study agree with this. (see page 20) Provided that companies
is to be expected. Preventive measures use comprehensive data analyses to improve the change experience
can be derived from data. After all, it’s for those responsible for change – and for the employees involved in
possible to learn without failing first. change as well.

5
Data-driven Change
Management for data-
ready organizations
When markets demand and reward
data-driven decision-making and
action, it is obvious to trim the
company to peak performance
in terms of information technology.
This by no means requires the
immediate hardware and software
upgrade of the organization. But
the company must have a certain
degree of maturity in handling data.
This implies that it has mastered the
effective handling of data and knows
how to use it efficiently for corporate
management and transformation.

But in fact, only 61 percent of the

executives we surveyed for this study
say they rely on comprehensive data
analytics for decision-making. That's
why, in this year's Change Management
study, we dived deeper into the state
of data maturity in companies and how
the purposeful application of data
impacts transformation success.

To do this, we focused on three things:

the data-driven organization, data- Key data: How did we proceed, To deepen the gained picture,
driven change management, and the who did we interview? we globally rolled out a detailed
role of culture and leadership in a questionnaire and asked professionals
data-centric environment. We wanted We chose a two-stage approach from different industries and functions
to know what the interaction between as our data collection method: to share their experiences with us.
people and data should ideally look Face-to-face interviews with selected Nearly 1,200 participants from around
like. In addition, our study provides participants, enhanced by the analysis the world contributed to our quest to
insights into the way in which change of an internationally rolled-out online find out exactly how the transmission
measures work in a data-mature and questionnaire. Last year, we conducted belt between data-driven change
people focused organization. 21 qualitative in-depth interviews management and the success of
with change managers, data scientists change projects works.
Without leadership's willingness and HR managers. We’ve been
to transform and intelligent change looking intensively into the state Structure of the
management, there will be no success. of data maturity in the company companies analyzed
Since 2003, we have regularly offered and had participants describe the
deep insights into this topic, most characteristics of data-driven change 675 professionals and executives
recently focusing on dexterity(I). management to us. Our question from Europe, 300 from the USA and
Companies with a high level of about which measures have proven to 200 from the Asia-Pacific region were
dexterity also have a high level of be particularly effective was answered surveyed. At country level, the largest
data literacy. We therefore assume with an impressive number of best proportion of the sample came from
that change management will receive practice examples. We also discussed the U.S. (25.5 percent), followed
a decisive boost from the sound the challenges that our interviewees by France (7.7 percent), the UK
analysis of anonymized employee had to face on their way to data-driven (6.6 percent), India (6.0 percent),
data and will transition into a new change management, some of which Germany (5.9 percent), China
era of data-driven transformation. they are still facing. We quote some (5.6 percent), Australia (5.4 percent),
of the statements from the personal Spain and Italy (3.7 percent each),
interviews in the following chapters. Portugal (3.6 percent), the Netherlands
(3.4 percent), Belgium and Austria
(3.3 percent each) and Sweden, Denmark
and Poland (3.2 percent each), (Fig. 3).

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 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Fig. 03 Participants per country

NOR 1,3 %
NDL 3,4 %
SWE 3,2 %
LUX 0,3 %
DNK 3,2 %
BEL 3,3 %
POL 3,2 %
GBR 6,6 %
GER 5,9 %
FRA 7,7 %
CZE 2,8 %
PRT 3,6 % CHN 5,6 %
USA 25,5 % AUT 3,3 %
ESP 3,7 %
ITA 3,7 %
CHE 2,1 %
IND 6,0 %

AUS 5,4 %

The participating companies are

representatives of the economy’s full Fig. 04 Company size by number of employees
spectrum. Almost one in six survey
> 50.000 7,4 %
participants (15 percent) come from
a corporate group with more than 15.000 – 49.999 7,7 %
15,000 employees. Medium-sized
companies (1,000 to 4,999 employees) 5.000 – 14.999 21,7 %
are particularly well represented, 1.001 – 4.999 41,1 %
accounting for around 41 percent.
Companies with less than 1,000 < 1.000 22,0 %
employees and firms with 5,000
to 14,999 employees each account
for just over one-fifth of the survey
participants (22 percent).
Fig. 05 Sector representation
The industry distribution emphasizes
the great pressure for change in all Banking and Insurance 22,9 %
sectors of the economy and supports Consumer Products & Retail 16,0 %
the representativeness of the study that
we were aiming for. At 22.9 percent, Telecommunication 14,4 %
participants from the banking and Consulting 9,9 %
insurance sectors dominate. They are
followed by consumer goods & retail Energy & Utilities 9,2 %
(16 percent), telecommunications
Automotive 9,1 %
companies (14.4 percent), energy
and utilities companies (9.2 percent), Public Services 8,5 %
automotive industry (9.1 percent),
Pharma / Life Sciences 6,8 %
public administration (8.5 percent)
as well as pharmaceuticals/life Other 3,2 %
sciences (6.8 percent), (Fig. 5).

7
Fig. 06 Participant gender, age, management responsibility and role information

Gender Age of participants

47,5 % Participants 42.3 % 18 to 34 years 52.9 % 35 to 54 years 4.9 % Older than 55 years

52.4 % Participants Participants per sector

Data Processing / IT 30.1 %

Management 14.4 %
One person with non-binary gender
Finances 9.4 %

Manufacturing / Production 7.4 %

Human Resources 6.1 %

Structure of respondents
Sales 5.0 %
Never before has the proportion Research & Development 4.8 %
of male (52.3 percent) and female
(47.6 percent) participants been so Logistics, Materials Management 3.3 %
balanced as this year. Nearly a third Accounting 3.1 %
of all respondents work in data
processing or IT (30.1 percent), Quality Assurance 2.9 %
almost one in seven is in management
Marketing / Advertising 2.9 %
(14.4 percent) and about one in ten
is in finance (9.4 percent). The others Facility Management 1.6 %
are employed in production, HR, sales,
Other 8.9 %
research, purchasing, accounting,
quality assurance and marketing.
Most respondents have been with When the last change was experienced
the company between two and five
years (31.9 percent) or for five to
ten years (30.7 percent).
28,3 % 43,5 % 18,5 % 9,7 %
Of particular relevance to our study
is the respondents' experience with Currently In the last In the last In the last
change projects. 28.3 percent of in a change 6 months 7 to 12 months 12 to 24 months
participants are currently involved
in ongoing change processes. For the Type of the last experienced change
rest, projects date back one to two
years. Most of the respondents
(54.7 percent) are familiar with
technological change. Roughly a 54.7 % 25.7 % 19.6 %
quarter (25.7 percent) was engaged
in projects to change organizational Technological change Change in the Culture change
structures, and almost one in five organizational structure
(19.6 percent) in an intended cultural
change. More than half (52.4 percent) Role in the last change
describe their role as being a driver
of change, and just over a quarter
(26 percent) see themselves as
52.4 % 26.0 % 21.6 %
participants. A good fifth (21.6 percent)
assign themselves a dual role in
the change. Change Driver Change Recipient Change Driver &
Change Recipient

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 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Glossary Data-based change management Data-driven leadership

... extends traditional change ... means that managers make
Business Analytics management to include integrated their decisions based on data,
... is the analysis of data aimed for processes of data collection, communicate them, and encourage
designing future scenarios in order acquisition and analysis that provide and support their employees to also
to evaluate and prioritize current directional support for shaping work in a data-oriented manner.
options for action. change as a basis for decision-making.
Data maturity
Business Intelligence Data-based corporate culture ... indicates the capability of an
... is the analysis of past and current ... reflects the beliefs of the company organization to make proper use of
company data. and its employees that availability, data. It is the sum of data capability,
understanding and use of certain data-based corporate culture and
Data Analytics types of data and information play a data-based leadership.
... refers to the process of exploring, critical role in the success
transforming and analyzing data to of their organization. People Analytics
find trends and patterns that provide ... describes the analysis of employee
meaningful insights and lead to Data capability data in order to gain insights and
efficiency gains. A distinction is made ... describes the competence make decisions.
between descriptive, predictive, of an organization to collect,
prescriptive and diagnostic analytics. procure, analyze, and use data
efficiently, effectively, sustainably,
Data Team and responsibly.
... provides the data infrastructure
and supports the targeted use of
data for business.

9
II. SPEED UP YOUR
CHANGE WITH DATA

Data streams have always paved Data teams as an Companies are spending a lot of
the way for transformation processes. interface that makes money on this. According to the
Radio and television made information International Data Corporation
globally available, and the internet has
companies smarter (IDC), global spending on big data
multiplied the amount of new data and business analytics (BDA) in 2021
Companies' data teams make use
being added every day. Supposedly, grew more than ten percent to USD
of this revolution, with both data
it was during a lunch in the cafeteria 215.7 billion within a year. And that's
and business specialists working
of computer manufacturer Silicon just the beginning. By 2025, the
together closely. Data analysts master
Graphics in the mid-1990s that compound annual growth rate
the handling of huge amounts of
computer scientist John Mashey (CAGR) will jump to 12.8 percent.
data. Business analysts know what
predicted that computers would "As executives seek solutions to
management needs to make decisions.
soon reach their limits in processing enable better, faster decisions,
Together, they provide valuable
data because the volume was growing we’re seeing relatively healthy
information for optimizing existing
exponentially and the variety of data BDA spending across all industries,"
processes. To filter and classify
categories was simply exploding. said Jessica Goepfert, Program Vice
the information and extrapolate it
For the first time, the word "Big Data" President of Customer Insights and
into the future, which is the dream
came up. A revolution with seven Analysis at IDC. "Leveraging data for
of every business-minded person,
letters that is also driving major insights into everything from internal
companies are specifically turning
transformations in companies. business operations to the customer
towards analytics. This involves
And the upstream and downstream journey is top of mind and of strategic
explicit measures to identify patterns,
thinking done by people reliably importance." As an example, IDC cites
correlations or causalities hidden in
ensures that change actually companies in the service industry that
the vast amount of data. Equipped
happens. are using Big Data and analytics to
with those insights, they safeguard
support their 360-degree customer
their decisions and put themselves
and client management and – watch
ahead of the competition.
out! – project management initiatives.

10 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

From data analytics

Fig. 07 What companies want to achieve with data-driven change management
to data-driven
Change Management Accelerate decision making 44 %

Corporate strategy, marketing, Create transparency 42 %

sales do it, and product development Measure employee satisfaction 38 %
even more so: They all use business
intelligence to keep an eye on past Convince employees 38 %
and current business developments. Asses desired behaviour 35 %
The pioneers also use business
analytics to identify the future Measure understanding of change 34 %
impact of their decision options
Convince decision makers 31 %
today and act accordingly
(see glossary, page 9). Target communications measures 27 %

Network analysis 23 %
For change managers, data available
in real time serves both as a safety
net and as a telescope into the future.
It establishes a broader and denser
information base for upcoming Here, people join in enthusiastically; That’s why data-driven change
decisions and their expected effects, there, they are secretly stonewalling. management focuses primarily on
optimizes the success monitoring That's why, according to our study the economic benefits for companies,
of change measures, and shortens results; the establishment of data- while also being aware of the leverage
the reaction time for necessary based change management is aimed effect of higher employee satisfaction.
adjustments. This control panel at accelerating decisions (44 percent) Apparently with success:
is the added value of data-based and creating more transparency
change management. (42 percent) as well as employee In organizations where employees rely
satisfaction (38 percent). Remarkably, on data to make decisions, 83 percent
However, even digitally savvy two-thirds of the highest-priority feel they have an impact on change.
change managers know that in goals are directed at employees' In organizations without this need
order to move safely and skillfully readiness to change (Fig. 7). for data, only 48 percent do.
from good to great, they need the
intrinsic approval of the employees We already argued in favor
for change. This, in turn, is heavily of dexterity in our 2019 Change
determined by the corporate culture. Management study(II): maximum
flexibility for companies while
increasing job satisfaction.

11
See data with Where it is not yet available, it must Data-based change management
new eyes be gathered. The following questions makes the blind spots and cause-
point the way: What data do we and-effect relationships in processes,
Status quo reporting, diagnosis, need? Can it be extracted from the decisions and corporate culture visible.
decision support, forecasting – data ERP with the help of the data team, In this way, it widens the view for
analytics can do all that. In every purchased from somewhere, or new options. An example: A sluggish
company, there is a vast amount of generated ourselves? transformation process could be due
inventory and process information to the fact that parts of the workforce
about customers and employees For example, change managers can are covertly resisting the change.
from purchasing, production, use network data analyses to examine Could be ... but how can this be
service and logistics, from financial communication channels within the verified? And if it is confirmed:
accounting, human resources and company in order to identify silos What’s the reason? Lack of
marketing. Ideally, the contents of and change agents. In most cases, appreciation? Burden’s too high or
various departmental platforms are a few multipliers are enough to too low? Inadequate expectations?
combined in an enterprise resource reach a large number of employees. In our study, 53 percent of the
planning system (ERP). Evaluated data such as click rates participants from companies with
measured by web servers and actively a low level of data analysis skills
The challenge for change management collected data from employee surveys assumed that the skills of the
is to find the relevant information that and feedbacks are suitable for this employees in the organization
suits the current change project among purpose. The former show to those were unknown. In contrast, in data-
the huge amount of available data. responsible for change which areas savvy companies, only 23 percent
It is not a matter of indiscriminately of the company, departments or expressed this opinion.
accumulating tons of data. Rather, teams need to be persuaded in the
those who want to successfully long term. The latter provide clues
change their business must use as to why employees are hesitant.
the appropriate data. This knowledge makes managers
more confident in their decisions
about target-oriented measures.

12 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
Is your company ready confident in their data literacy skills.
for data-driven change? Subsequently, only 4.8 percent of
companies describe themselves as
The advantages of data-based data mature. 46 percent describe
change management become more themselves as data-empowered,
pronounced the higher the level of and 45.8 percent attests themselves
data maturity of a company. But even basic competencies.
with less distinct data maturity, initial,
important insights can be gained. It's Companies are not willing to accept
better to start small than not at all. this. By analyzing more than 48 million
Advanced organizations use consistent, job advertisements, the Bertelsmann
high-quality data managed by a data Stiftung(IV) shows that employers are
warehouse. They use processes and attaching increasing importance to the
methods such as data mining and skill of data literacy. Compared to the
artificial intelligence, supported by previous study from 2018, business
well-educated and competent IT demand for employees who are adept
and management staff. In addition, at handling data has increased by
the maturity level is determined 62 percent. This is the second-highest
by the skills and knowledge of the increase for a single employee skill,
employees in handling the data. behind the evergreen "prudence"
(+ 73 percent). In a corporate culture
For data-driven change management, where data is viewed at best as
this is proving to be a serious hurdle. an ex post justification, not an ex
In a global study on data maturity(III) ante actionable metric, this desired
by Accenture and Qlik, 79 percent of competency will admittedly not be
employees concede not being fully easy to convey.

Fig. 08 Data maturity per department

Data Processing / IT 4.20

Manufacturing, Production 4.14

Management 4.13

Facility Management 4.09

Research & Development 4.03

Human Resources 4.02

Finances 4.00

Marketing / Advertising 3.99

Logistics, Materials Management 3.97

Accounting 3.95

Quality Assurance 3.84

Sales 3.75

Others 3.86

Measured on a scale from 1-5,

where 1 represents a low level 4.4
and 5 a high level of data maturity 3.6 3.8 4.0 4.2

13
There is still room in line with the results of our study companies. This has accelerated
for improvement in (see page 16). Only the pioneers are the development of analytics to help
able to extract meaningful information them better understand their key
data maturity from continuous insights into their stakeholders and communicate the
data and use it proactively and in meaning of change. Change leaders
Bear in mind: Data reduces
the appropriate context throughout with an affinity for data can take
uncertainty and increases the
the company. In addition to high advantage of this.
probability that the right decisions
data quality and the application of
will be made. Provided that data is
analytical methods, companies that Among the greatest challenges
integrated comprehensively and
are already data-driven have in on the path to a data-driven
in compliance with the law into all
common that they sensitize and train transformation culture are isolated
processes, activities and decision-
their employees in the comprehensive solutions that do not involve all
making processes, it delivers tangible
use of data, both individually and organizational units, as well as a
business benefits and supports
as part of multidisciplinary teams. lack of a culture of trust. Uncertainty
transformational leadership. This is
After all, a data-driven company and mistrust put a strain on the
how change managers turn the risk
requires far-reaching skills in many self-efficacy of people and teams.
potential of data into a promise
areas of technology. And not every Central to the use of business
of success.
company is up to the challenge. analytics in promoting change
processes within the company is the
Only a few European countries and
Leadership in behavior and credibility of managers.
industries are succeeding in delivering
a transformation Both decisively determine employees’
on this promise(V). With eight percent
trust in the organization as a whole
of companies, Great Britain leads the culture driven by data and their enthusiasm and commitment
way, while five percent in Germany,
to change.
Austria and Switzerland have sufficient Recent advances in data analytics
capabilities to fully exploit their data. are of paramount importance
The industry leader is the financial for modern change management.
services sector at ten percent, People – investors, customers,
with telecommunications second employees and other stakeholders –
at seven percent. This is pretty much are the key success factors for

Fig. 09 Data maturity per management responsibility

> 1,000 4,38

> 1,000 aber < 1,000 4,26

50 – 100 4,23

20 – 49 4,17

10 – 19 4,04

5–9 3,91

1–4 3,80
Measured on a scale from 1-5, where 1 represents
0 3,82 a low level and 5 a high level of data maturity

3,6 3,8 4,0 4,2 4,4 4,6

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Data Driven Organizations | Boosting change success with data | Change Management Study 2023

15
III. THE STUDY FINDINGS IN DETAIL

The outbreak of the Covid-19

pandemic has ruthlessly exposed Fig. 10 Interdependencies in data-driven change management
the failures of the German economy
in terms of digitization. However, quite
a few companies have also risen to increases
great heights during the crisis.
Data-Maturity People Factors Change Success
Unsurprisingly, these are primarily Data-driven Change Leadership Change
those organizations that have Culture Proactivity
Level of informedness
had the foresight to digitize their
offerings and services as well as their
+ Cross Functionality +
Data-driven Change
internal processes. This is evidence Leadership
Learning Culture
Commitment
of far-sighted navigation by decision- Changability
makers in a highly volatile economic + +
Sense of control
environment. And that hints at Data Organisational
Capabilities Organizational Trust Success
a growing level of data maturity
in organizations. More and more
companies actually recognize that
data is one of their most valuable
resources, align their leadership
and corporate culture accordingly, That alone does not necessarily mean Our model (Fig. 10) indicates the
and therefore adapt more quickly, that an organization's data maturity indirect relationship we assumed
substantially and sustainably to has a direct impact on its ability to between data maturity and change
the demands of the markets. change. This connection didn't seem success by assigning the human factors
This electrifying insight inspired to be that simple after all. Yes, data is the central place in any change – kind
us to the present study. With the undoubtedly an important ingredient of like a transmission belt.
increased use of business analytics for success. But how it is collected
in formulating and pursuing their and used is still decided by learning,
change strategies, there is evidence knowing, trusting, collaborating,
to suggest that this is the case. and leading individuals.

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 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Why data maturity The promotion of a data-based to be understood and actively built
is the precondition for corporate culture is a task for into decision-making processes."
data-driven leadership which is That secures decisions, uncovers
change success interdependent with the unique disruptive factors early on, and points
culture of the company. Mid-level to proactive measures. "Divisions that
Change projects rarely run smoothly.
managers in particular are relentless are at the beginning of data maturity
At times you are behind schedule,
in informing, arguing, and persuading, react rather than act," deems a people
elsewhere the left hand doesn't
thereby strengthening employees' analytics specialist. While looking
know what the right hand is doing,
confidence in the meaning of in the rearview mirror only allows
behind closed doors decisions are
transformation and the use of for corrective intervention, looking
picked apart, and anyway: Who says
data that it requires (see page 5). through the windshield enables
that the change is really necessary?
"We need to look at people first and forward-looking action.
In case of doubt, the data. Data-
then bring in data," says a participant
mature companies read a lot from
who works in the triangle of Business analytics make a company
it, about the past, the present and,
organizational development, human data-enabled – all the more so in
what matters most in change, about
resources and change management, change projects, where a challenge
the future. They have adopted a data-
adding conclusively: "If data is going could lurk around every corner.
driven culture, based on a shared
to do anything, people need to see Our study shows that companies
understanding among executives
the value added." Linking that with comprehensive data analytics
and employees about the possibilities
to change is a leadership task of are rated by respondents as both
and limits of data use. Data is handled
top priority. In organizations with more adaptable (15 percent)
openly, transparently and trustfully
comprehensive data analytics, and more financially successful
as the basis for decision-making.
employees are 18 percent more likely, (87 percent).
But people should always retain
on average, to trust the company
primacy over technology.
"The change of corporate culture This triad – data-driven culture,
The third element of data maturity data-driven leadership, and data
can be seen as a prerequisite for
is data capability. By this we mean capability – determine an organization's
successful data-driven change
the effective, efficient, responsible data maturity. Two of them, culture
management," confirms a change
and sustainable handling of data. and leadership, directly impact those
management expert. "Data is like
The overriding goal is to have a high involved in change. Let`s see how
a control tool and supports the
level of skills and competencies with a this works.
success of one's work."
maximum of data security. In the case
of change, this implies the greatest
possible transparency as to where the
project and those involved in it stand
at any given time. The visualization
of data is helpful. But: "A dashboard
alone is not enough," says an expert in
data-driven organization. "Data needs

17
 benefits transformation results. If only
because the probability that change
progress is carefully communicated
by management is 20 percent higher
on average in organizations with
comprehensive data analysis.

As a data-friendly corporate culture

requires transparent handling of
information, the information is
repeatedly questioned by project
participants as to its quality and
meaningfulness in relation to the
challenges being addressed.
At first glance, this may take time
and be annoying: Do we really have
to discuss this over and over again?
But if you delve into it, you will gain
more and more confidence in the
reliability and meaningfulness of
data and in data-based management.
How people factors transform Since change has become a permanent When the first compasses were used
data maturity into change condition for companies, change for navigation on the seas, many a
leadership and leadership have become sailor will have quibbled with the
success congruent. Today, every manager is a captain's decision to tie his life to
change leader. the functioning of a magnetized iron
This hypothesis was confirmed.
needle. But only until the crew had
Data maturity is the necessary
Even if it sounds platitudinous, change solid ground under their feet again.
condition for successful change,
leadership ensures that employees
while its affirmation and mediation
believe and trust that everything will Arriving safely at the destination
by people is the sufficient condition.
be all right in the end. Just as on a is always a joint success of leaders
At the top of the list, according to
ship the crew and the captain need and team. In order for data maturity
the unanimous opinion of the study
to know that they can rely on each to deliver its full benefits, leaders'
participants, is change leadership
other to navigate, employees should thinking, structures, and processes
(Fig. 11). This refers to the ability –
also be convinced that the leadership must be aligned for collaboration.
some say the art – of successfully
of change projects is on the right Looking at the benefits of one's own
implementing change in such a way
course. According to our study results, silo is fine – but certainly not in change
that processes and structures improve
a high degree of maturity in handling projects. According to our study, the
and that the people in the organization
data contributes to a high level of probability of change success increases
develop. What makes change leader-
organizational trust. This, in turn, by 28 percent on average. Provided
ship so challenging is that these tasks
pays dividends in terms of employee that cross-functional teams have been
must be tackled simultaneously. Due to
commitment and engagement, and established.
the strength of feedback effects, you
can't have one without the other.

This is in line with the findings of

Fig. 11 Data maturity and change leadership
our 2015 change study(VI). The study
concludes that change leadership
holistically addresses all the levers Most important
Data-Maturity Change Success
of change. Depending on the People factor
requirements, it must address the Data-driven Change
vision, goals, structures, processes, Culture Proactivity
culture, managers and employees
+ +
in order to successfully conclude
Data-driven Change Change
the project. Leadership Leadership Commitment
+ +
Data Organisational
Capabilities Success

18 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Boundless data flow

This is what the study participants
told us: For the collection, analysis
and application of data for decision-
making, this means not holding back
the flow of data or insights at any point
with unnecessary barriers. Otherwise,
the quality of data will be doubted.
Even worse, already mentioned above,
stakeholders will lose confidence in
the integrity of data-driven decisions.
These risks are mitigated through
cross-functional collaboration
(Cross Functionality). "IT, HR and
senior management need to work
together because the data needs
to be linked to business goals," says
one data platform building expert.
"That's why we need cross-functional
teams to break down silos and work
in an agile way."

As our study indicates, a high

level of data maturity has a positive
effect on change success in the field
of cross-functional collaboration, Fig. 12 How data maturity and cross-functional collaboration impact
precisely because it strengthens change success
the commitment and proactivity of
those involved (Fig. 12). 83 percent Third most important
Data-Maturity Change Success
of study participants from companies People factor
that already conduct intensive data
Data-driven Change
analysis feel encouraged to ask for
Culture Proactivity
company-wide support. For less data-
savvy companies, the figure is only + +
56 percent. It’s a pity, because those Data-driven Cross Change
who know the numbers from the Leadership Functionality Commitment
department next floor can set things + +
into context more easily and increase Data Organisational
collaboration. Especially if it helps Capabilities Success
them to solve their own tasks.

Finding 1
The key for success in any transformation is change leadership. When leaders
explain the benefits of using data and lead by example, they increase employees'
willingness to work in a data-driven way. Simultaneously looking at processes,
structures and the people involved builds the confidence of organizational
members to change for the better. Cross-functional collaboration is
a compelling framework for this. When all three factors come together,
change success is greatest.

19
Knowing what´s going
on provides certainty
that things are moving
Viewed in isolation, numbers and
data have no value. But they can be
used to inform employees about the
goals and actions of change projects.
Our study proves: A higher level of data
maturity in the company has an indirect
but unmistakable effect – namely via
the level of informedness – on the
commitment and change proactivity
of those involved. This has a significant
impact on change success (Fig. 13).

In order for this mechanism to take

effect, management must lead the
way. We often heard this from the
change experts we interviewed.
Even if they are not always aware Fig. 13 H
 ow data maturity and perceived level of informedness affect change success
of it, managers make a decisive
contribution to whether and to Second most important
what extent employees believe they Data-Maturity Change Success
People factor
are comprehensively and truthfully
informed about the progress of the Data-driven Change
Culture Proactivity
project. "Data can be used well to
communicate, for example by backing + +
up success stories with figures," Data-driven Level of Change
recommends one change manager. Leadership Informedness Commitment
Then those involved gain confidence + +
in the process and feel secure. Data Organisational
Or they don't – which is responsible Capabilities Success
for the failure of many a project.

In our view, one of the more

surprising study findings is that the
degree of informedness has only a
minor impact on the stress employees
Stress in change projects
are exposed to as a result of change
(see box right). However, if data- Experienced change managers know that every change project entails
driven work is firmly embedded in tension and an additional burden for managers and employees. In addition
the corporate culture, and managers to the uncertainty about what will happen next, the restructuring measures
proceed accordingly and keep associated with every transformation put a strain on day-to-day business.
employees continuously informed, When preparing our study, we optimistically assumed that a high level of
then the level of informedness data maturity would have a positive effect on the stress associated with
increases organization-wide. any change. This assumption was only partially verified. Two out of three
The river of data thus becomes a elements of data maturity, namely data capability and data-based leadership,
broad stream that pulls the entire actually raise the stress level perceived by employees slightly. However,
organization into the flow of change. we’re happy to present one bright spot: a data-friendly corporate culture
reduces individually perceived stress. "No one likes going through change,"
an expert in workforce transformation and change management sums up.
"You have to understand what it means to you personally. That's why employees
want to get data." By fulfilling this desire, leaders build employees' confidence
in change. And if unexpected hurdles arise, they must assume anyway that
this is unlikely to go unnoticed by employees.

20 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

The commitment of all those involved How to learn to love change

in the change increases according
to their sense of control over the We are almost, but not quite, at
process. Being sure to understand the end of our specification of the
and meet all the requirements, transmission belt "people factors"
they are motivated to perform and (Fig. 10, page 16). Our hypothesis is
achieve results with which they and that, starting from the data maturity
their superiors are satisfied. In doing of an organization, the thinking,
so, they definitely have their own feeling and behavior of all those
career in mind. Our study confirms involved in change determines the
this most impressively. 85 percent of success of the change. This was
the participants in companies where confirmed by the interview partners
extensive data analysis is part of their as well as the almost 1,200 participants
daily business are confident about their from all over the world who answered
professional prospects. our questionnaire.

This characteristic of change success Managers from companies where

is closely related to the level of learning is encouraged and nurtured
informedness. And this puts subjective report higher commitment and 47 percent believe so. Companies
perception on an operational footing. greater change proactivity among that maintain an up-to-date database
After all, the key to ensuring that their employees. Where data-driven of their employees' skills are, on
employees have a positive sense of change management has already been average, 31 percent more successful
control is up-to-date, well-visualized implemented, new tools encourage in implementing change.
information about the project's further learning. Why not nudge
progress. Leaders' affinity for data learning? Employees use search Another finding of our study is that
reinforces leverage. According engines to get missing information when companies encourage employee
to our study, employees are on on their screens. With micro-learning development, they are on average
average 19 percent more likely to they receive small learning snippets 25 percent more successful in
feel well-informed during change in tailored to their specific tasks on their implementing change. If they
organizations with comprehensive smartphones. What's more, learning also encourage the workforce to
data analytics. from colleagues will become much request support across departments,
more important in the future. the probability of change success
Their behavior gives employees increases by 30 percent on average.
security and confidence, and that Data-driven leaders play an important
accelerates the more data-driven role in establishing and sustaining Ideally, managers use the
the managers’ work. This positive an inspiring learning culture. empowerment lever when they
correlation emerges clearly from our Empowerment is good, but it needs specifically promote the ability
study. Moreover, when employees are a secure foundation. What’s the status of employees to use data in a self-
empowered to perform what the data- quo of our employees, and what do determined and self-responsible
driven organization expects of them, we want them to know and to do? manner to perform their tasks.
their self-confidence grows even more. In companies with comprehensive data "A true data culture requires the
analytics, more than three-quarters empowerment of employees,"
of respondents (77 percent) say their asserts a change manager.
company knows the capabilities of "Empowering leadership therefore
its employees. In companies without provides a framework for personal
comprehensive data analytics, only responsibility." A data platform
building specialist recommends:
"It's important to teach how
Finding 2 people can interact with data, how
data is governed, and how they can
Transparency about the data used in the change process, i.e. how and for switch their way of working to use
what it is used, strengthens employees' confidence in the path taken and the data from the platform." In a data-
effectiveness of the measures taken. Our study proves: The better informed driven learning culture it is self-evident
employees are about the progress of the change, i.e. the more they know to align the organization to constant
something, and the more they are convinced that they have control over change. That’s why transformation
the process, which means the knowledge is accompanied by a good feeling, projects stay on track.
the greater the change success.

21
Culture + Leadership =
Fig. 14 Data maturity and changeability
Changeability
This must be the claim, because Fourth most important
Data-Maturity Change Success
People factor
for companies the ability to change
(“changeability”) has become an Data-driven Change
existential question. The more Culture Proactivity
profound the technological change + +
and the associated challenges, the Data-driven Change
more the general transformation Changeability
Leadership Commitment
capability of the organization
determines the success of change
+ +
Data Organisational
projects. In companies with Capabilities Success
comprehensive data analytics, five
out of six employees (83 percent)
see the change project as being
supported by a broad coalition in
leadership. This is where the circle
closes. Our study proves that data- Finding 3
driven culture and change leadership
have a direct impact on the ability to Our study proves that high data maturity significantly increases the learning
change. Where comprehensive data culture in the company. This benefits change because the will to learn dissolves
analytics is already in place, 86 percent resistance and opens up the organization to new things. The use of data proves
of respondents see their leadership to be the linchpin here. The learning culture is an important characteristic
carefully communicating the progress of a company's general ability to change. It determines the degree of
of change, compared to just 60 percent commitment and change proactivity with which managers and employees
elsewhere. No coincidence: 88 percent intrinsically support and drive change.
of the study participants consider their
company to be successful in managing
change. With limited data use, the
figure is only 55 percent. This speaks to the desire to be But only under the condition
flexible in the choice of means. Rightly that leadership allows itself to be
In companies where data is used so, as our study confirms the positive supported by data and consistently
to enhance communication efforts correlation between data maturity and transfers this open-mindedness into
in the change process, the percentage change capability on one side as well the organization.
of employees who rate their company as commitment and proactive action
as successful in managing change by employees on the other – and It requires a strong and empathetic
increases by 13 percent. Example: therefore also the success of the leadership for this mechanism to
If information about change measures organization in transformation work. Change demands a great deal
and successes has previously been processes (Fig. 14). from all those involved. Employees
provided in newsletters, but the want to be guided fairly and informed
data shows that these are read by comprehensively. They want to feel
only a few recipients, then additional
Data maturity and
people factors make and experience that all parts of the
information channels are necessary. company are moving in the new, the
change manageable right direction. Neither silo thinking
When leaders consistently use nor evasive answers are appropriate
business analytics and share the The study results show that we
when colleagues ask questions that
data it generates with employees, were right with our hypothesis.
reveal uncertainty and concern.
things really start to shift within Only in the case of change stress
The biggest challenge for change
the company. "Convincing people did we have to correct our assumption
managers is not to lose sight of
that change is good is the most (see page 20). The analysis of the
any of the aforementioned aspects.
important thing," explains an expert interviews and the quantitative
In this context, data maturity functions
in organizational development, human study prove that data maturity gives
like a radar system that enables
resources and change management. companies a considerable advantage
change management to arrive safely
"If the effectiveness of actions is in change processes. We even say:
at its destination under (almost)
measured, you can use other change it contributes significantly to the
all weather conditions.
methods faster if need be." success of transformations.

22 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Our study confirms the positive link The outstanding position of German Change commitment is not only
between a company's data maturity companies in the overall European driven by leadership and corporate
and the success of its ongoing or analysis is essentially due to high culture, but also by an understanding
recently completed change projects. intraorganizational approval ratings of the need for change.
However, we did not stop with for change (Fig. 16).
this generic confirmation of our
hypothesis. In order to verify the
preceding considerations and to
determine the probabilities of Fig. 15 Organizational success in the regions
success in more detail, we conducted
various cluster analyses, according 4,50
to, among other things, company
characteristics region and industry,
as well as according to departments 4,25
APAC

and management ranges of USA

the participants.
Data Maturity

DEU
4,00
Regions and countries
EUR

As expected, the analysis of the

3,75
individual clusters shows a high
degree of dispersion. This is primarily
due to the varying levels to which the
three determinants of data maturity 3,50
are expressed. Although the use of 3,50 3,75 4,00 4,25 4,50
business analytics is on the rise world- Organizational Success
wide, the largely digitized companies
from the global growth regions are
the ones that dominate. They are
the most likely to have realized a data-
driven corporate culture and aligned Fig. 16 Change commitment in the regions
their leadership accordingly.
4,50
It is hardly surprising that data-savvy
companies in the countries of the Asia-
Pacific region (APAC), above all in India 4,25
APAC

and China, show the relatively greatest USA

corporate success in change projects.
Data Maturity

The high level of data maturity among DEU

4,00
these companies can be explained
by their unconditional desire to grow, EUR

supported by a young, IT-savvy

population and a dynamic economy. 3,75

Unfortunately, it is also due to a low

level of data protection, because
in many Asian countries there are 3,50
hardly any limits on the collection 3,50 3,75 4,00 4,25 4,50
and analysis of personal data. The APAC Change Commitment
countries are followed by the USA and,
about twice as far behind the Far East
leadership, the European economic
area (Fig. 15).

23
Industries
Fig. 17 Organizational success in the industries
When we look at the different sectors
4,50
of the economy, the uncompromising
digitizers from telecommunications,
automotive, banking and insurance
are at the top of the list (Fig. 17). 4,25
Automotive Telecommunication
There is no doubt that these sectors Banking
are ahead in IT-driven transformation(VII),
Data Maturity
Consumer Products & Retail
Insurance
and the reason for this is obvious: 4,00
Pharma / Life Sciences
Consulting Energy & Utilities
For companies competing on a global
scale, there is simply no alternative Other
Public Services

to a high degree of digitization and

3,75
a willingness to embrace continuous
change. In the middle of the pack are
the energy and utilities industries,
3,50
consumer goods and retail as well as
consulting, all of which are sectors on 3,50 3,75 4,00 4,25 4,50

the verge of entering the data-driven Organizational Success

world. In many cases, public authorities

with an assigned clientele (still) feel
unchallenged and are only hesitantly
confronted with private competition.
Here, the close connection between Fig. 18 The connection between data maturity and change commitment
data maturity and change success by departments
becomes unmistakably apparent.
4.50

Departments
Data Processing / IT
The analysis by business departments 4.25
Manufacturing / Production
reveals little at first glance, but at a
Management
closer view it is quite surprising. Let's
Data Maturity

Facility Management
Research & Development
start with the obvious. Measured by 4.00
Finances
Marketing / Advertising
Accounting
their level of data maturity, IT and Human Resources
management are the most willing Quality Assurance
to actively promote change. It could Other
3.75 Sales
be assumed, and is confirmed by the
participants, that the high level of Logistics, Materials
commitment has a positive impact Management
3.50
on the company's success (Fig. 18).
If management succeeds in extending 3.50 3.75 4.00 4.25 4.50

the commitment shown in these Change Commitment

departments to the other areas, a

good deal would be gained. This is
where persuasion is needed, especially To measure the success of sales imperatives of sustainability and
in less digital savvy companies. After measures, one could use data such energy conservation. This is a good
all, IT, management and production as click rates or conversions or point to start, because the management
are generally more advanced in the AI-based customer analysis. of complex office and commercial
use of data than departments whose space is indeed tailor-made for the use
value creation is strongly determined The middle position of facility of information technology. It is quite
by customer knowledge. In sales, for management in terms of commitment reasonable to assume that increasing
example, the strength of personal is critical, although it ranks high in digitization in building logistics has
contacts is often weighted higher terms of data maturity. The slowdown added an important corner stone to
than the efficiency gains that can be in commitment could be explained corporate success. According to our
achieved with the help of Big Data. by the fact that this department study, research & development and
is confronted with two enormous human resources are also well on
challenges at the same time: the the way to data maturity.

24 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Management range
Fig. 19 T
 he relationship between data maturity and organizational success by
The higher a company’s data maturity, management responsibility
the better its prospects of bringing
4.50
the transformation process to a
successful conclusion. This was our > 1.000
initial hypothesis. In fact, there is an
> 100 but < 1.000
almost linear connection between the 4.25
50 – 100
data maturity of an organization and 20 – 49

Data Maturity
its corporate success (Fig. 19). We see
10 – 19
a comparable connection in change 4.00
commitment and change proactivity. 5–9

– 5–9
Managers who lead more than 3.75
1,000 employees rate both the data
maturity of their own company and
its success highest. This is followed by
3.50
a management range of 101 to 999
and only then by the much smaller 3.50 3.75 4.00 4.25 4.50

range of 20 to 49 employees. In our Organizational Success

analysis, we assume that management

directors, board members and the
heads of very large divisions are better
informed about the use of data in their
organization and therefore realistically
assess the data maturity of the
divisions they lead.

A new era of data-

driven transformation
We all generate, use and spread
a wealth of data every day. But
when it comes to accompanying
transformations through change
management, still far too few figures,
quantities, values and algorithms are
used. Because, as we ourselves keep
pointing out, success must be thought
of and triggered by people, and
this seems to contradict the use of
cold, abstract data? We wrote in our
Change Management study of 2015(VIII):
"Employees, above all those of the
younger generation, want to be
involved: they want to contribute
their thoughts and ideas; to have a
say in processes, decisions and actions.
Without their genuine, inner consent,
no restructuring project will work."
Even though we strongly advocate
data-based change management,
we stand by this statement. Only we
add to it the plea for the application
of modern analysis techniques.
What's wrong with doing one thing
without leaving the other? Change
management itself is open for change.
So let's set off into the new era of
data-driven transformations.

25
IV. HOW TO ACHIEVE DATA-
DRIVEN CHANGE MANAGEMENT
Most companies are well positioned Yet, managers in particular swear by Data-based
when it comes to leveraging their data! However, the opportunities of Change Management
business intelligence data. However, data-driven change management are
our study has shown that the crucial still often underestimated. Of course,
boosts existing levers
step for implementing data-driven management always works and makes
Our 8-lever model (Fig. 20) illustrates
change management has not yet decisions based on data, but similar to
how to develop and implement data-
been taken. Change managers only benchmarks, mostly with data from
driven change management as part of
hesitantly recognize the benefits of the past or the present. Thanks to
a holistic strategy. Any changes to one
data-driven scenarios for decisions predictive analytics, managers gain
lever inevitably impact how the others
in change processes. The brakes are a large-scale and at the same time
work, so side effects and consequences
being put on by a lack of knowledge – detailed picture of the future actions
must always be considered. Below, we
how does it work? –, doubts about and behaviors of their customers,
provide some guidance on how change
effectiveness – what's the point? – suppliers and employees. Only then
management can use data to amplify
and uncertainty: what data is necessary, it is possible to act with foresight and
the power of the levers.
already available or can be obtained analytically secure knowledge of the
in a data protection compliant manner? most probable results. Given the clear
Speaking of procurement: What does business benefits of these techniques, The first and most important lever
the technology cost us? Do we have we believe that there is still great for successful implementation of
to hire dozens of IT specialists for it, potential to be tapped here. data-driven change management is
who are not available on the labor corporate culture. The entirety of
market anyway? Last but not least, shared values, norms and attitudes
This is supported by the strongest
the term people analytics evokes an determines how people work together.
argument of all. If you can leave it
instinctive shyness. Is the workforce, Managers and employees can usually
to technology to navigate faster and
are our staff members on board? give a good description of the culture
with a greater likelihood of success,
and what it should ideally be like. But
then you should. Let data do the work.
for change management to be able
Our study indicates that many companies The most efficient way to do this is to
to intervene in a targeted manner,
find it difficult to adopt a data-driven build a data team of data architects
it needs more than just a vague gut
mindset in their corporate culture. and business analysts (see page 10).
feeling that things are not going
as they should. It needs objective,
reliable data that is collected at regular
intervals and shared with employees.
Only then can it steer change in the
right direction.

26 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Fig. 20 8 Levers of an adaptive organization

Ecosystem Culture
Broaden company boarders for innovation, A common vision and mindset provides
speed, and to leverage flexible resourcing strong sense of community and is basis for
and skills. collaboration, empowerment, and innovation.

Workplace Leadership & People

Workplaces are redesigned both Executives act as coaches,
digitally and physically to enable coordinate the ecosystem,
better collaboration. promote talents, and are
role models for culture.

Adaptive
Organization

Data awareness
A data-driven way of working Governance
to foster sustainable, long-term Principles, guidelines, and rules
results and sound, fact-based for steering and decision-making.
decision making.

Structure Processes
Focus on capabilities and roles rather than Standardized processes optimizing team
positions and functions, breaking existing interaction are individually adapted to
silo-structures and enabling collaboration business and market requirements.
across business units and partner networks.

People & Culture already has a lot Leadership is closely linked to In a way, designing processes is a
of data, aggregated across the entire corporate culture. Where decisions home game for data-based change
workforce or individual departments, are made in a data-conscious management. This is because
for example the number of internal and transparent way, hegemonic processes are based on data from
and external job applications, sickness knowledge and sensitivities lose workflows, predecessor-successor
frequency and duration, the fluctuation their significance and make way models, dependencies and
rate, participation in voluntary social for understanding and agreement. interactions. In order for this data to
events, evaluated opinion surveys Anonymized surveys, summarized be shared, used and compared across
or anonymized statements from HR analyses of performance reviews, departments, it must be sufficiently
interviews. Some companies regularly pulse surveys and 360-degree surveys standardized. The change team and
ask employees for their impressions, provide scalable data and targeted the specialist departments central to
feelings or attitudes toward certain information for change. In addition, the respective phase need sufficient
measures. The participation rates they provide impulses for personnel freedom to evaluate additional data
indicate the extent to which employees development and training. Finally, sources and implement suitable ad hoc
are convinced that their opinions are an important part of the leadership measures. Of course, the assignment
valued. In others, a "mood barometer" function is to develop employees. of access rights to the data must take
is posted on the virtual bulletin board, This includes enabling them to work data protection into account.
where all employees voluntarily can independently with data and make
mark their opinion. People analytics decisions based on it (see page 13).
can be used to pinpoint exactly
what is going great or what may
still be lacking. The goal is always to
systematically transform moods into
measurable characteristics. After all,
how could we ever manage something
that isn't being measured?

27
Data awareness is the key If change management becomes Governance should be ethically
to smart change the champion of a high level of data unassailable, data-aware, transparent,
awareness in the company and pushes and communication-oriented, thus
A high level of data awareness for appropriate training, it is likely to acting as an indirect lever for change.
that is widespread throughout the win the approval of the corporate We have seen it in many change
company is indispensable for making functions. At the same time, it projects: When governance fosters
good, fact-based decisions. Managers facilitates work, because data- better quality decisions that
thus increase the weight of their aware employees get to the point are accepted by all, the change
arguments and gain promoters for much quicker. This, in turn, points team's chances of success increase
efficient and sustainable solutions; the way forward for change. In 2019, tremendously. It is similar with
the reason of some measures becomes we stated in our Change Management the structure of the company,
clearer to employees. And the future study(X): "The more carefully data is which reflects positions, functions
is becoming more manageable. interpreted and processed, the more and roles of managers and employees.
The Big Five(IX) companies and valid the decisions made on this basis If we expand this description to
numerous start-ups are emphatically will be and thus ensure sustainably include behavior in the dynamic web
proving that business models based on better results." of relationships and the data-affinity
the collection, analysis and processing skills of organizational members, the
of data are among the big winners importance of structure for the success
on the market. The intelligent use of data-driven change management
of algorithms promises new business becomes apparent.
opportunities by filtering out the
really relevant information from
the mass of data.

28 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

In smaller organizations, the structures

are usually more flexible than in
large companies. On the other hand,
they often lack the money or the
willingness to take risks to invest in
the development of business analytics.
Large companies find it easier than
smaller ones to introduce a data-driven
organization and thus also data-based
change management. The following
applies to both: Only a workplace
with time- and location-independent
data access for all project participants
ensures the cross-functional and cross-
hierarchical exchange of data and
information that is critical to success.
At this point, we do not want any
misunderstanding to arise. Technology
in no way replaces the individual
willingness of employees to cooperate!
The success of change management
stands or falls by the commitment of
the people involved. But an increased
awareness of the value of data and
its specific use makes it easier to get
people's commitment.

This also applies to the company's

ecosystem. Companies are connected
to their stakeholders through a multi-
tude of relationships. This means that
interactions with the transformation
are unavoidable. As an accompanying
measure, it is therefore advisable
to integrate external parties
such as customers, suppliers and
cooperators into the network, at Pushing sustainability with data
least perspectively. In this way, both
partners can generate new, valuable One burning issue to all companies is the shift toward sustainable business
data. In addition, changes in wording practices. In one project, we investigated for a customer what effect certain
or KPIs associated with the change measures have on the sustainability goals they are striving for. For this purpose,
can be cushioned at the interfaces. managers and employees are continuously surveyed. The results, stored in a
Another argument is provided by data system developed by us, are evaluated as well. At the push of a button,
politics. A data ecosystem facilitates it is then possible to see which measure can be used to achieve a specific
compliance with the EU taxonomy, as target value, for example the approval of employees for decisions made in
mapped, for example, in the German favor of greater sustainability. In addition, dedicated teams can find contact
“Act on Corporate Due Diligence persons within the company if they are faced with comparable tasks and
Obligations in Supply Chains” (Liefer- would like more detailed information.
kettensorgfaltspflichtengesetz, LkSG).
It stipulates that larger companies The following two-step process is recommended for many subjects. In the
(from 3,000 employees in 2023, from first step, the need for action is evaluated and possible measures are developed.
1,000 employees in 2024) must comply In the second step, these are prioritized according to their effectiveness.
with environmental and social due Measures that meet several needs for action are placed higher on the list
diligence obligations throughout their than those that meet only one need. The trick is that the recommendations
supply chain. Without at least a partial improve over time. This is because they take into account the effectiveness
data link to customers and suppliers, of the measures taken. In other words, if something hasn't worked as well as
who in turn often have to fulfill the expected, the tool "learns". This ensures that the most effective measures
same regulatory requirements, it is for achieving as many goals as possible are recommended and implemented
unlikely that such a guarantee can by the change team or the corporate departments.
be provided.

29
 Knowing what it's about. There are
various positive effects on success
if employees in change projects feel
informed about progress, i.e., about
milestones reached, but also about
setbacks. This prevents rumors
from germinating and promotes
commitment and proactive action.
Technical tools for visualizing team
goals and progress in real time have
long been established. It is also
helpful to analyze the communication
channels preferred by employees
("channel utilization"). Dashboards
can be used to share information
quickly in a comprehensible way –
for example, the accomplishment
of interim goals or tasks that are still
open. Valid statements about the
degree of information can be made
by measuring the click rate of data
dedicated to the project. Recorded
over time, the average reading time
indicates increasing, constant or
decreasing attention to the change.
This data provides the change team
with information on communication
measures that may be necessary.
And managers learn from this indirect
feedback whether they should sharpen
their role as promoters of change.

Feeling safe. While working with

corporate data is part of everyday life
for most employees, they often react
skeptically when it comes to using
people analytics. This is due to how
little they know about its potential
uses and limitations ("transparent
Change ahead? Gaining confidence. One in four employees"), which leads to building
people are afraid of taking a plane. up internal resistance. In order to
Pay attention to
Some only get to their destination motivate people to change their
the people factors thanks to sedatives. For this reason, behavior, they need to feel in control
airlines offer Fear-of-Flying seminars of the change process. A practical
The more data-mature a company, example that provides both security
to instill more confidence in people.
the more leaders can focus on the and promotes learning is to set
The basic idea is simple: what you
critical success factors of transformation. up a "Data Consultation Hour".
understand, you no longer fear.
These include employees' trust in the Data analysts offer their colleagues
Companies are also taking advantage
organization, their use of data, their from the business departments fixed
of this and combine this approach with
level of informedness about change, consultation hours during which they
gamification or other fear-reducing
their perceived control over the data can turn to the data experts with their
methods. Confidence can be gained
used and the processes based on it, questions and problems. This way, they
when you offer a protected space to
as well as the learning culture. It is find out whether and how their tasks
safely try out new things.
well known that people are sensitive can be solved with the help of data.
to change. As traditional change
management is aware of this,
it focuses on people factors.

30 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Being eager to learn. In a world of Two factors promote a good learning can help them to approach tasks
volatility, uncertainty, complexity culture: low-threshold offerings in a structured manner. In another
and ambiguity – VUCA for short – tailored to specific employee groups, company, an online adventure game
companies are lost without a learning and clearly defined time slots made in which tasks also had to be solved
culture. This is especially true for available for learning. One of our using data proved to be very
change processes, because it is customers set up a so-called Escape successful. Games with a learning
imperative that employees acquire Room, which employees are only to character are excellent for breaking
knowledge and new skills. But even leave after solving puzzles with the down fear of first contact. They can
that is not enough. A learning culture help of data analytics. In doing so, also be simply differentiated into
provides answers to the following they learned in a playful and at the learning paths to address company-
questions: Are suggestions and same time instructive way how data specific target groups.
ideas generally welcomed? (Yes!)
Do we encourage and reward
further training? (Yes!) Do we make
a distinction between formal and
informal learning? (No!) Do we Data ownership: Who has access to which data?
sanction mistakes that result from
eagerness to learn or work? (No!) Data forms its own ecosystem, which should be mapped in a data model for
Does our organization learn from the entire organization. Not every employee needs to know who generates,
mistakes? (Yes!) Do we have a data uses and manages which data. But everyone should know who they can turn
storage system where our learnings to when they need data. "The biggest challenges are the lack of control over
are saved and retrievable? (Yes!) Our projects and the lack of commitment to data," confirms a change manager.
study results suggest that we should To ensure that everyone knows who is responsible for what data, data owner-
ask these questions. Participants in ship must be clarified. Risk management, compliance and data protection
organizations with comprehensive data officers all have a say in this. Ideally, the company should appoint a data owner
analytics are, on average, 24 percent who determines which data all employees may access. In addition, department-
more committed to a culture that specific data owners are appointed. "Data is created in processes, and you
emphasizes people development. need experts who know which data can be used for which tasks," explains one
participant. The IT department, in turn, knows the technical architecture
and how the data flow corresponds with data governance.

31
Fig. 21 Our data-driven change model

Set up Change Intervention Backlog

of Change
Intervention
Backlog Definition of quantified Definition of quantified
...
Intervention Goal(s) Intervention Goal(s)

Change Intervention(s) Change Intervention(s) ...

Definition Derivation Final

of overarching of quantified Change Measurement / Measurement / measurement
transformation change targets Monitoring Adaption of Adaption of ... of defined
vision and and measurement Dashboard Intervention(s) Intervention(s) transformation
targets indicators goals

Data driven insights Data driven insights ...

Data Maturity Data Storage System

Assessment

Benchmark Data Pool

Preparation Phase Implementation Phase

Our data-driven In the preparatory phase, For example. If, due to training
change model management works out the goals efforts, the data competence of
of the transformation with the vision a defined group of employees has
For a better understanding of how and, after determining the actual reached 80 percent, then increasing
data-driven change management values, defines the target values. it by the remaining 20 percent requires
is implemented, we have expanded This is how Netflix proceeded in the considerably more resources than
our proven and tested change model early 2010s with its change from DVD is economically worthwhile (Pareto
(Fig. 21). As before, it shows the change rental company to streaming provider. principle). However, if the increase
process divided into the preparation For the new business model to work, in data competence is of paramount
phase (left) and the implementation the number of subscribers had to importance for the overall success
phase (right). We added a data level increase dramatically. It succeeded of the change project (which goes
(in the figure highlighted in green). despite initial difficulties: Between without saying in data-driven change
The insights gained on the data level 2011 and 2019, the number of management), then the effort is
support change managers on the subscribers increased sevenfold to justified. It always depends on which
action level (in the figure highlighted 163 million – far more than all cable goals are most important for the
in blue). Where traditional change TV providers in the U.S. combined. change project. This also determines
management only focuses on the what data is required to measure
change process from vision to The vision shines on the horizon, success. And whether the data is
performance review, data-driven but the path to it must be well already available in the company or
change management continuously illuminated. Thus, in the next step, must first be obtained or collected.
expands the view to include project- the change team defines specific
relevant data on demand and in sub-goals and suitable indicators and
real time. measurement methods, similar to a
balanced scorecard. Not as fixed KPIs
("82 percent"), but as KPI target
corridors ("from 80 to 85 percent"),
in order to secure flexibility in the use
of the available resources and efficient
in terms of revenue and expense.

32 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Qualitative information is often not

available in the form of data. However,
it can be generated, for example, in
order to find out about stakeholders’
attitudes about the change project.
The recording of response rates of
customer and employee surveys, the
standardized evaluation of annual
performance reviews, or the click rates
of social media posts are suited for this
purpose. Repeatedly conducted, such a
change readiness analysis makes shifts
in attitudes toward the project visible
and enables change management to
develop communication measures
tailored to the target group.

In most companies, much more

data can be generated internally and
externally than there are skills and
resources to exploit the potential that
lies dormant within. And while we're at From change intervention If the target values defined at the
it: To which questions and challenges beginning of a measure are missed,
backlog to benchmark
could Big Data provide us with entirely the change team can readjust in order
new answers and solutions? data pool to implement it after all. However,
the data analysis may also reveal
The implementation phase follows
This is where the data maturity that the changes targeted by this
the agile way of working and provides
assessment (Fig. 21, page 32) comes intervention are not contributing
for an iterative process combined
in. This is the entity of data capability, enough to achieving the overarching
with a sequence of control loops with
data-driven corporate culture and transformation goals. In the Change
measures, success monitoring and
data-driven leadership. With respect Intervention Backlog, the change team
readjustment. Not only are the actual
to data capability, it is necessary to reviews the pool of measures that have
and target values of the respective
examine which skills and resources are not yet been implemented, adds new
measure compared, but also the
available for obtaining and using data ones if necessary, sets corresponding
KPI target corridors defined for the
for change (see page 17). It should also goals and repeats the procedure.
overarching transformation goals.
be examined whether management This iterative process is continued
and corporate culture are already until the transformation has been
At the beginning of the transformation
aligned with the accumulated data successfully completed.
project, the change team collects
intended to successful change as well
and prioritizes the most important
as to the core business. The change team saves the collected
measures (Change Intervention
findings on the correlations between
Backlog). They are implemented in the
measures and target achievement in
order of their probability of success.
a data storage system. The company
Change monitoring continuously tracks
can access this data during the
the status of goal achievement based
course of the change project or for
on incoming data, and the project team
future transformation projects. In
visualizes it on a dashboard. Surveys of
this way, the organization validates
people involved in the transformation
and improves its database in the long
serves as a supplementary “mood
term and gains benchmarks for future
barometer”. In this way, everyone
change projects.
directly involved in the change has
the same information at all times.
Transparency ensures the necessary
level of informedness and the
employees' sense of being in control
of the change process. This ensures
commitment and proactive action.

33
V. PLANNING THE NEXT STEPS

The dynamic events in recent times Navigating this landscape safely is Ten years ago, many change managers
should have proven that change is not the task of the command bridge. were ahead of their time. We quote
just on the agenda every few years. But finding the best route to get from our 2012 Change Management
Standing still is a step backwards. there is the responsibility of change study(XI): "While there is a gradual
Companies have to change constantly management. As the traffic situation rethinking of how change managers
to stay on top of their business. is constantly changing, it has to steer are hired and how change is evaluated,
Change may be strategically justified. accordingly. To fellow travelers this companies continue to rely on familiar
But it is also part of the operational may look like a zig-zag path. But and proven recipes. It won't remain
business. For executives, this means pointing to the objective navigation that way. Thanks to digital platforms,
to keep an eye on the broad picture. data, the steering team will succeed knowledge can be easily shared, stored
Let’s listen to Carsten L. Pedersen in convincing the doubters. and recombined. In order not to lose
and Thomas Ritter, economists at connectivity, change management
Copenhagen Business School: “Doing requires increased sensitivity as
business today means navigating a well as structures that do not want
complex landscape of interconnected to avoid surprises, but expect them.
and interdependent issues, each having This opening and new access to know-
multiple stakeholders and agendas."(XI) ledge will alter change management
itself in the medium term."

And that's where we are now.

34 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Successful transformations require Why data-driven change We also highlight the enormous
active input from employees. That's managers move forward benefits of data-driven change
why change managers spend a lot management with the results of
of their time explaining, arguing and
more easily our latest study (see page 16). Don't
dispelling internal resistance. Why have managers have enough backpacks
For David Groombridge, VP of research
we set this goal? Why did we decide to to shoulder already? Do the drivers
at Gartner, the main themes for 2022
do this or that? Why are we convinced of change, ideally front runners
were: building trust, shaping change
that the planned measures will take with strong communication skills
and accelerating growth. For this
us further? And in countless peer- and outstanding leadership abilities,
year, he foresees these highlights:
to-peer discussions: How does the now have to become shrewd data
generative artificial intelligence, data
employee benefit from going along analysts as well?
fabrics as a flexible form of integrating
with the change? Data is useful in all
data across platforms and business
these unavoidable discussions. At the All-clear: No, they don't. This task can
units, and the distributed enterprise,
beginning, it clarifies the meaning of be delegated to data-savvy members
i.e., companies where employees are
change. Being on the road, it indicates of the change team. Alternatively,
spread across home offices instead
our position. If we're off course, employees from the data team can
of the traditional, office-centric
we need to redirect, develop new be delegated to the change team. In
organization.(XIII) This means that
metrics or measures, and explain any case, leadership should familiarize
data-driven change management
them to employees. Due to modern themselves with the possibilities,
is not only in line with the trend,
analytics, data has become indispensable effects and benefits of data analytics.
but also seems to be tailor-made
assistance to change. It gives managers They do not need to know all details.
for the coming developments.
the freedom to convince employees, In oder to assess which data is
which is never in vain and is often needed and which tools are helpful,
However, implementing vision and
even necessary. it is sufficient to have an overview of
strategy through change management
the topic and to distribute the tasks
needs commitment. "Data can help
To be fair, data-driven change intra- and cross-functionally. Sort of
us find out what people think about
management does not work overnight. traditional management, so to speak.
change," an expert in building data
Complex analyses require intensive
platforms tells us. "For example, we
work with data analytics. It's tedious at
use algorithms that search for keywords
first, but in the medium and long term
in discussions on social media. That's
it promises to relieve those responsible
how we find out whether we're getting
of their core task – stirring the crew’s
attention and engagement on the
enthusiasm for the change journey
new topic."
and keeping its momentum alive all
the way to the finish line. "You need
Momentum is crucial, as for many
a strong advocate from leadership to
companies it is not only important but
invest in technology and people and to
also urgent to initiate change now.
be an ambassador to really drive data,"
Given the high level of relevance,
urges a people analytics specialist. But
change managers are called upon to
how do you get that done? "It is about
deliver verifiable successes as quickly
emphasizing the benefits of business
as possible. Plainly speaking, most
analytics." We couldn’t agree more.
change leaders are under pressure.
The fact that they are dependent on
the understanding and cooperation
of their employees doesn’t make
things any easier.

35
More time for people Cross-functional collaboration What to do now
benefits from this. It makes the work
Even professionals with years of of managers easier and increases The challenge of data-driven
change experience back up their the prospect of success. change management is to use data
gut feelings with data sheets, graphs intelligently(XV). To do this, leaders
and analytics when they need to make Data analytics sharpens the view need (1) a clear data strategy,
decisions. Descriptive data reflects ahead, especially when it comes (2) confidence in data across the
the status of the transformation. to transformations. Data-driven enterprise, (3) a state-of-the-art
Where do we stand? Extrapolations change management thus removes data landscape, and (4) data-driven
specify the target. Where do we want uncertainty from decision-making. decisions to take the most effective
to go? Prescriptive data analytics actions (Fig. 22).
indicates the path. In which direction Data-driven change management
do we need to steer? Our research provides more transparency in the Develop a clear data strategy.
demonstrates that data-driven implementation and achievement Change managers should be aware
organizations bring about change of measures, throughout the of the learnings their companies have
better and faster. Change managers organization. This reinforces the already gained so far in dealing with
have already given us evidence purpose of the change and gives data. And they should understand
of this(XIV): employees the feeling of being what data analytics (and data teams!)
informed and having control over can do. Both combined grant them a
D
 ata-mature organizations are the process. strategic edge. Almost all organizations
more agile. Of the organizations have a data strategy, but it has hardly
where data is trusted, 79 percent This in turn increases commitment ever been used for change. Particularly
consider themselves more agile, and proactivity. When change in change projects, it is important to
and 62 percent say they can access managers present a clearly defined harmonize people and data. This will be
data as quickly as needed. path, their team and the business achieved by aligning the data strategy
departments gain confidence in with the goals of the change.
the strategy. Measurable actions
reinforce this effect and increase
the willingness to participate.
A double benefit: less resistance
and a strong tailwind drives
the pace.

36 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

Fig. 22 Steps to data mastery Source: Capgemini Research Institute Analysis

1 Strategize 2 Entrust 3 Modernize 4 Activate

Create a data-driven Bridge the Revamp your Drive date-powered

strategy driven by the data trust gap data landscape decision making
overall business goals and actioning
Align your data strategy Invest in trusted Prioritize values streams Create a streamlined
with the business strategy data availability data organization
Decommission
Have a forward-looking Etablish guidelines legacy in phases Facilitate data-powered
data collection strategy for trusted AI innovation across
Migrate to cloud
the value chain
Focus on data and integrate multi-cloud
democratization Foster a data-powered
Customize data-discovery
culture across all levels
tools as initiatives scale
of management
Accelerate innovation
with DataOps

Building trust in data. Employees’ Establish a state-of-the-art data Making data-driven decisions.
confidence in data and its use is not landscape. The existing systems and If the change team can make a tick
just a question of technology. There software solutions should fit the data mark behind data strategy, trust in
is no doubt that the investment in analytics needs of the change team. data and a modern data landscape,
the availability of trustworthy data This can be determined and often the project is on the right track. Over
is worthwhile. However, whether achieved with minor technical changes time, the database becomes broader
employees regard data as a tool that if the team's data analysts discuss and deeper, decisions – including
can potentially be used against them their respective goals intensively those made by employees! –
or as an objective source of information with their colleagues from IT. IT wants become more well-grounded.
has a lot to do with corporate culture to remain as unaffected as possible And the change journey proceeds
and the credibility of managers. by the change. But for change to smoother. Thus, change leaders
As soon as employees notice success succeed, identifying, collecting and become pioneers of a new, data-
in data-driven change, their confidence analyzing the relevant data is crucial. competent corporate culture.
in the integrity of data use and change Understanding the special tasks often
management practices grows. This is leads to technical solutions that are Our many years of working on
a self-reinforcing process – but it also comparatively easy to implement. transformation projects have shown
works vice versa. It is equally important Such as reporting dashboards. Ideally time and again that leadership and
that those responsible for the change equipped with AI functions, they make a culture of change have a lasting
project keep their employees fully a decisive contribution to identifying impact on the entire company. Its
informed: What data will be used? and implementing the most effective resilience grows with the increasing
Which tools will be used to collect measures. self-confidence of managers and
and process it? How does this pay off employees in dealing with change.
in terms of the change project’s goals? This delivers on the promise of data-
Various measures and channels are driven change management: arriving
available to provide answers, from safely in a turbulent environment.
personal meetings in small groups
to blogs or vlogs in which information
is provided about the status of the
transformation. The traditional
newsletter is suitable for this
purpose as well.

37
ENDNOTES
(I) (VI) (X)
Capgemini Invent (2019) Capgemini Consulting (2015) Capgemini Invent (2019)
Leaping Forward – Paths to Organizational Superleaders or Superteam? Leaping Forward – Paths to Organizational
Dexterity, Change Management Study 2019. How managers can really change their world. Dexterity, Change Management Study 2019.
Capgemini Change Study 2015, p. 45
(II) (XI)
Capgemini Invent (2019) (VII) Pedersen, Carsten L./ Ritter, Thomas,
Leaping Forward – Paths to Organizational A small selection: 4 Types of Business Transformation.
Dexterity, Change Management Study 2019. Jan Büchel, Barbara Engels (2022) In: Harvard Business Review, 2022/06
Digitalization Index 2022,
(III) Digitalization of the Economy in Germany (XII)
Accenture/Qlik (2020) Capgemini Consulting (2012)
bit.ly/Digitalization_Economy_Germany
The Human Impact of Data Literature. Digital Revolution: Is Change Management Bold
A leader's guide to democratizing data, boosting Hans Böckler Foundation (2022) Enough to Face the Future? Change Management
productivity and empowering the workforce. Atlas of Digital Work Study 2012, p. 24
bit.ly/Human_Impact_of_Data bit.ly/Atlas_of_Digital_Work
(XIII)
(IV) DIHK/IHK (2022) Gartner Tech Trends:
Bertelsmann Stiftung (29.9.2022) Digitalization with challenges, What needs to be on the CIO agenda in 2022.
Permanent crisis changes the world of work: IHK survey on digitalization IT Welt.at, September 2, 2022
Which soft skills are now in demand bit.ly/IHK_survey_on_digitalization bit.ly/2022_CIO_Agenda
bit.ly/Permanent_crisis_changes_world_of_work
(VIII) (XIV)
(V) Capgemini Consulting (2015) Capgemini (2020)
Freeform Dynamics/Fujitsu (2020) Superleaders or Superteam? How managers can The data-powered enterprise, p. 19
The Data-Driven Business Maturity Perspective really change their world. Change Management
Study 2015, p. 16 (XV)
bit.ly/Business_Maturity_Perspective
Capgemini (2021)
(IX) Data Mastery. How data-powered organizations
Google, Amazon, Microsoft, Meta, Apple outperform their competitors, p. 3.

LIST OF FIGURES
Fig. 01 Fig. 08 Fig. 15
This is what comprehensive Data maturity per department Organizational success in the regions
data analysis delivers . . . Page 13 Page 23
Page 5
Fig. 09 Fig. 16
Fig. 02 Data maturity per management responsibility Change commitment in the regions
The success of change increases through . . . Page 14 Page 23
Page 5
Fig. 10 Fig. 17
Fig. 03 Interdependencies in data-driven change Organizational success in the industries
Participants per country management Page 24
Page 7 Page 16
Fig. 18
Fig. 04 Fig. 11 The connection between data maturity
Company size by number of employees Data maturity and change leadership and change commitment by departments
Page 7 Page 18 Page 24

Fig. 05 Fig. 12 Fig. 19

Sector representation How data maturity and cross-functional The relationship between data maturity
Page 7 collaboration impact change success and organizational success by management
Page 19 responsibility
Fig. 06 Page 25
Participant gender, age, management Fig. 13
responsibility and role information How data maturity and perceived level Fig. 20
Page 8 of informedness affect change success 8 Levers of an adaptive organization
Page 20 Page 27
Fig. 07
What companies want to achieve Fig. 14 Fig. 21
with data-driven change management Data maturity and changeability Our data-driven change model
Page 11 Page 22 Page 32

Fig. 22
Steps to data mastery
Page 37

38 Data Driven Organizations | Boosting change success with data | Change Management Study 2023
 Data Driven Organizations | Boosting change success with data | Change Management Study 2023

THE AUTHORS

Claudia Crummenerl Dr. Ursula Bohn Christopher Wolf

Managing Director & Global Practice Lead Director Workforce & Organization Manager Workforce & Organization
Workforce and Organization [email protected] [email protected]
[email protected]

Nicola Aumüller Svenja Berg Lukas Binder

Laura Brugger Hendrik Gräfe Hannah Louis

Nathalie Miesch Antje Peters Hannah Pitacas

Julian Schabio Svenja Stegemann Jakob Teubert

39
About Capgemini Invent
As the digital innovation, design and transformation brand of the Capgemini Group, Capgemini Invent enables
CxOs to envision and shape the future of their businesses. Located in nearly 40 studios and more than 60 offices
around the world, it comprises a 10,000+ strong team of strategists, data scientists, product and experience
designers, brand experts and technologists who develop new digital services, products, experiences and
business models for sustainable growth.

Capgemini Invent is an integral part of Capgemini, a global leader in partnering with companies to transform
and manage their business by harnessing the power of technology. The Group is guided everyday by its purpose
of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and
diverse organization of over 350,000 team members in more than 50 countries. With its strong 55-year heritage
and deep industry expertise, Capgemini is trusted by its clients to address the entire breadth of their business
needs, from strategy and design to operations, fueled by the fast evolving and innovative world of cloud,
data, AI, connectivity, software, digital engineering, and platforms. The Group reported in 2021 global
revenues of €18 billion.

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