One Page Summary
- Signing into The Change Compass
- Exploring The Change Compass Tool
- Using The Change Compass on a mobile device
Working with an initiative
- How to create an initiative
- How to search for an initiative
- How to view an initiative
- How to edit or delete an initiative
- How to import an initiative
- Overview of the role
- Responsibilities in setting up the tool for the company
- Some responsibilities of the administrator may include:
Company settings (toolbar section)
What is an initiative
An initiative is any strategy, project or work that has significant impact on the people and or the customers of the organisation. Some organisations make distinctions between program, project and initiative, however for The Change Compass all of these are initiatives.
Examples of initiatives could be:
- New product launches
- Marketing campaigns
- New legislative policy
- Updated technology system
- Business process improvement
- Culture change
What is a change impact
A change impact is when an initiative results in a change in how people understand and perform their work. This will subsequently result in time required to digest the change and work in a different way.
For initiatives with a minimal impact, employees attending a few meetings and reading a few emails may suffice. However, for larger initiatives with greater impact, workshops, training and a series of meetings may be required.
Change also impacts customers. If there is a change in how the customer understands or interacts with the organization or its products or services, then the initiative has a change impact.
When should an initiative be entered
An initiative should be entered into The Change Compass if it has at least minimal change impact as defined by the organization under the lowest change impact level. For example, if the lowest change impact level is that the user needs to attend a minimum of 2 meetings and read several emails, then any change impact below this threshold may not need to be entered.
Please also note that The Change Compass is focused on people and customer impacts. If a change impact is a purely backend system update with no changes for the employee or the customer whatsoever, then the initiative will not need to be entered.
Timing-wise, an initiative should be entered into the system when there is some understanding of the nature of the initiative impact. For example, after the business case of the initiative is defined and high level view of impacts are understood, then the impacts may be entered. As the initiative progresses and impacts are better understood, then updates may be required.
Who should enter an initiative
An initiative should be entered by someone who is involved in driving the initiative. Ideally, the person who is closely involved in the progress of the initiative and is able to enter and update initiative details as required. Typical roles here include project manager, change manager, operations manager, analyst, etc.
How is the data kept up to date
The person entering the data is accountable for keeping the data up to date. If there have not been updates within 4 weeks, the system prompts the user every 4 weeks through email to verify the initiative is up to date. Updates to the initiative include any changes to any part of the data fields. If there has been no changes to the initiative but it has been reviewed, then the user may click the initiative ‘verify’ box.
The reporting tools will show initiatives that are not verified as ‘red’ versus ‘green’; acting also as a mechanism for the organization to reinforce compliance to keep the data up to date.
How to enter sensitive initiatives
At times, the organization may be involved in planning an initiative that is deemed sensitive and confidential, thus, the initiative driver may not want to communicate the content of the initiative during the planning phase. This may include restructuring or leadership changes.
In this situation, a code name may be used to enter the impact data without revealing the nature of the change. Alternatively, the organization may want to ‘mock’ change impacts as it is building its prototypes of what change may look like at a certain time. ‘Test’ initiatives may be entered in this case to visualize the totality of impacts across initiatives.
Signing into The Change Compass
1.Enter your Username and Password and click the Log in button
2.Tick Remember Me box to automatically sign in in the future
3.Click Forgot Password if you’ve forgotten your password, and after entering your email and pressing Email Link your password will be sent to your registered email address. If you’ve forgotten the registered address you will need to contact your Administrator for help.
Exploring The Change Compass Tool
- The Home page is the first page you will see when you log into The Change Compass. It shows you some shortcuts to other sections of the website as well as the User and Admin guide.
- The navigation toolbar is the same on every screen in the tool and provides you with quick links with key functions. The Reports tab takes you to the section containing various reporting tools. Your Login In name is shown on the right hand side of the toolbar and you may click Log off to sign out.
Using The Change Compass on a mobile device
- When viewing The Change Compass on a mobile device such as an iPhone of an Android phone, or tablets, the website will display an optimized version of the page.
- The mobile interface is designed for easy access on the go. Though you are able to undertake most tasks as a user, it may be easier to read some of the reports and initiatives on a tablet or a computer versus a phone.
This is where you can Add, Search, View, Edit or Import initiatives.
How to create an initiative
1.Go to the Initiatives tab by selecting it on the main navigation toolbar and to add an initiative click the Add button.
2.Please note that all compulsory fields are indicated using as asterisk “ * “ and must be filled in before the initiative can be saved.
3.Fill out fields in the General Info section. For Name please enter the agreed initiative name to aid future user search. Please note that ‘Contact‘ is the person who may be reached for information about the initiative, who usually is the person entering the initiative. Owner is the owner of the initiative, for example the project manager.
4.If details in the initiative have not changed (as there have not been changes required) after 3-4 weeks please click the Verified box. This indicates to others that the data contained in the tool is still current. If the Verified box is not clicked and there has been no updates to the initiative within 4 weeks, then a system generated email will be sent to the user who entered the data.
5.Enter data in the Change Impacts section.
Hierarchy boxes: There are three levels of organisational hierarchy that may be indicated: 1) The Division, 2) the subdivision and 3) the team within the subdivisions. If the nature of the impact is the same for all parts of a particular Division then only the Division need to be selected. If you are impacting a specific team within the organization, then you will need to select each level of the hierarchy to specify the particular team. More than one unit within each hierarchy may be selected if the nature of the impact is the same for the selected units.Simply click one of the hierarchy boxes and a drop down menu will show all relevant divisions, sub-divisions or teams. Please note that the terminology for this hierarchy is set by your Administrator. Also note that business unites lower than the top three level of hierarchy (lower than a ‘team’)cannot be selected.
Level of impact: To indicate the level of impact, select one of the levels from the drop down menu. For Level definition please place the cursor over the question mark logo next to ‘Level’.
Geography: If used, indicates the geographic location of the impact.For example, office locations within a country such as Melbourne, Sydney or across different countries such as Sweden and Hong Kong.
Scale indicates the estimated number of employees impacted. Select the range of employees impacted using the drop downmenu.
From and To: These fields indicate the time period for that particular initiative.
Stakeholder:Select the types of stakeholder groups as determined by your Administrator. You may select more than one stakeholder type if the impact on these selected stakeholder groups is the same.
Activity: This fieldindicates ‘change activities’ that will occur for the specific impact. These activities are determined by your Administrator.
6.Please click Customer Impact box if there is a direct impact on customers.
Customer Type: Indicate the type of customer that will be impacted by that particular initiative. The types of customers available in this drop down menu are set by the administrator.
Number of Customers: Indicate the rough estimated numbers of customers impacted.
Does Customer Care: Indicate to what extent the customer is likely to care about the impact.
Impact Magnitude: Indicates the level of customer impact.
Positive/Negative: Indicate whether the impact is likely a positive one from the customer’s perspective, neutral, or a negative one.
7.Enter data in the Benefits section.
Type: Indicate whether the benefit of the initiative will be financial or non-financial (some benefits such as ‘reputation’ may be difficult to value quantitatively).
Category (only for financial type of benefits): Each initiative should bring a benefit to the organisation; therefore, when creating or editing an initiative, the user should explain the benefits of that particular initiative. If the benefit is financial, the user can select the category of that financial benefit. If the benefit is non-financial, the ‘category’ option will not appear when creating or editing an initiative.
Health: This indicates whether the ‘health’ of the initiative and whether change ‘leading indicators’ are showing positive trends that the full benefits will be realized. For example, to realise a benefit of $10M in a cost savings restructuring initiative, possible leading indicators could be 1) consolidated FTE list and those impacted by this restructuring have had formal communication, and 2) Formalised new roles and incumbents meeting target benefits have been completed. These 2 activities are leading indicators of the full benefit realization and throughout the initiative these activities may be reported as part of the benefit Health. If these target activities are on track then benefit reporting should indicate green, or if not, then amber or red.
Comment: Add a comment to specify any considerations that need to be taken regarding the benefits from the initiative. This is particularly useful when creating initiatives with non-financial benefits; without a financial estimation it would be convenient to explain the potential benefits of the initiative.
Met: Check the ‘met’ box if the benefits from the initiative have been met, meaning that the full benefits have been realized, i.e. usually at or towards the end of an initiative.
Initiatives may create benefits for the customers, increasing emotional engagement with the organisation or making easier for customers to access your products or services; if so, you are able to estimate how valuable will the initiative be for your customers.
Emotionally engaging: Select from ‘1’ (low) to ‘10’ (high) how much the initiative can increase emotional engagement with the customers
Easily Accessible: Select from ‘1’ (low) to ‘10’ (high) the impact the initiative can have in making easier for customers to access your products or services.
Valuable: Select from ‘1’ (low) to ‘10’ (high) how valuable will the initiative be for the customers.
8.Save: Once you have filled out at least the required fields, save the initiative by clicking on the Save button. You will be able to view and or edit the initiative by visiting the ‘Initiatives’ tab.
How to search for an initiative
Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.
Number of initiatives per page: The initiatives page shows you a list of maximum 10 initiatives per page.
Search by scrolling and using the navigation page-menu: Scroll down or up the list of initiatives to find an initiative. Below the list there is the “navigation page-menu”; click on the numbers to select the following or previous pages of initiatives. The “<<” and the “>>” buttons will have the previous and the following 10 initiatives (respectively) according to the order selected (by name, type or primary contact of the initiative).
Search using the search box: Search for an initiative by clicking and typing the name, the type or the primary contact of the initiative and then clicking Go or pressing Enter. You can also type any keyword or part of word that belongs to the name, type or primary contact of the initiative. For example, if typing ‘tec’, the system will present you a list of the initiatives that contain ‘tec’ in the name of the initiative (e.g. Technology project), the type of the initiative (e.g. Technology) and/or the primary contact (e.g. Robert Tecoma).
Use “my initiatives” option: Check the “my initiatives” box to see only the initiatives you have created.
How to view an initiative
Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.
You can view an initiative by either clicking on any part of the row of the initiative, or by clicking on the “view” button located on the right extreme of the row next to ‘edit’. This will take you to the Initiative report.
The initiative report presents you with the general information of an initiative, the impact section (some initiatives may have more than one impact section), followed by the business impact schedule with the activities programed for the initiative. Please note that the particular benefits of the initiative are not presented in this report; you can only see the benefits of an initiative on ‘edit’ mode.In order to do that, please find the initiatives on the initiatives tab and click on ‘edit’.
How to edit or delete an initiative
1.Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.
2.Click on ‘Edit’
3.You can overwrite the fields or change options previously selected
4.You can save the changes by clicking on ‘Save’, or
5.You can delete the initiative by clicking on ‘Delete’. Please beware that any initiatives you have deleted may not be retrieved.
How to import an initiative
1.Go to the ‘Initiatives’ tab by selecting it on the main navigation toolbar.
2.Click on the Import button located above the initiatives list
3.Click on ‘Template’ to download the ‘.xlsx’ (Excel) file (the download will automatically start). This file will be the template for inserting the data of the initiatives. Make sure to fill in every mandatory cell marked with an asterisk “ * “.
4.Once you have saved the edited template, upload it to The Change Compass by clicking on ‘browse’ and selecting the right file from your computer.
5.Click on ‘import’.
Please beware that only the files that match the template can be imported to The Change Compass.
This section shows you the ‘hot spots’ of the organisation across a 12 months period starting 2 months previous to the current date (e.g. If the Heatmap is visited in December, the months showed will start in October).
Colours: Different colours are assignedper division per month according to a calculation of the number of initiatives and their impact level. The colours represent a scale from “0” zero to “4” four where “4” represents the higher or hottest.The ‘hottest’ means that there is significant business impact.
Numbers: The numbers you see on the table are the number of initiatives per month and per division.
This will give you an idea of which divisions or subdivisions are being impacted, to what extend, and when would that happen.
The Heatmap shows you information of the divisions and SubDivisions. Divisions that actually have a SubDivision will have a plus “+” mark. Click on the plus mark to open that division and the Heatmap will show you the subdivisions in new rows with their respective average level impact.
If a part of the business is deemed as highly impacted and indicated as deep red in the reporting then you should investigate to verify the initiatives impacting the business, then make decisions around 1) how to prepare for the business for these impacts, and 2) as needed re-prioritise, re-sequence or delay initiative impacts to manage business performance impacts.
Business Unit Report
This report focuses on the impacts for a particular business unit and it shows you the activities planned for the initiatives during a 12 months period.
Select a particular division and the report will show you the initiatives of that particular division, what type of initiative they are, their impact level, and the type of activity programmed for those initiatives through a 12 months period. This timeframe starts 2 months previous to the current date (e.g. If the Business Unit Report is visited in December, the months showed will start in October). In addition, it is shown which initiatives have been verified (with a green dot) and which ones have not been verified (with a red dot).
Customer Experience Report
Select a business unit (division, subdivision or team) and this report will show you a line chart of the ‘customer experience impact’ related to the initiatives of the selected business unit across a 12 months period. This means the anticipated customer experience changes for a particular customer segment from initiatives across the year. This timeframe starts 2 months previous to the current date (e.g. If the Customer Experience Report is visited in December, the months showed will start in October). Please note there could be different types of customers and these will be represented with different lines and colours.
This report will give you an idea of what customers are being impacted, when they would be impacted and to what extend.
Understanding the line chart:
On the “X” axis (horizontal) it is represented the possible ‘average score’ of impact on the customer of all the initiatives related to the business unit selected.
On the “Y” axis (vertical) it is represent the 12 months period, starting 2 months previous to the current date (e.g. If the Customer Experience Report is visited in December, the months showed will start in October).
The dashboard report is designed to provide easy, ‘at-a-glance’ overview of all initiatives and business impacts throughout the year. This report is ideal for management or committee reporting where the focus is on overview rather than deep diving into details.
The dashboard contains:
Dashboard search fields to filter information:
For the 5 following sections:
- Top 3 Sub-BU’s with the most impact
- Impact level
- Top 3 Initiatives with the most impact
- Stakeholders Impact
- Benefit Health
Dashboard search fields to filter information
You can filter the information by Division, Sub-Division and/or Team.
By not selecting any division, the dashboard will automatically calculate and show information that involves all the initiatives.
If after filtering for a specific division, subdivision or team you wish to see the information that involves all the initiatives, please click on the ‘x’ located in the filter box to dismiss that particular filter until nothing is selected.
Dashboard – Top 3 Sub-Business Units with the most impact
This section shows the sub-business units (sub-BU’s) with initiatives creating the biggest impact among the divisions selected in the search fields. If you do not choose any particular division, this section will show the 3 sub-BU’s with the most impact among all the divisions.
This section shows information in a table of two columns:
- The divisions the initiatives belong to
- The average impact of all the initiatives within the particular division or subdivision.
Dashboard – Impact level
As every other section on dashboard, the information located in this section depends on the information selected on the “Dashboard search fields to filter information”.
This section shows two graphs: A bar chart ‘The forecast impact levels’ with the loading level, and a donut chart ‘Average impact levels over the year’.
The forecast impact levels:
This bar chart shows you the number of initiatives per month and per level (for the selected divisions), as well as the loading level. This will give you an idea of which months will the organization have more impact and how that relates to the maximum impact the organisation may be able to tolerate (in relation to the loading level).
Please read the following explanations to understand the full potential of the bar chart:
In the “x” axis (horizontal line) you can see the 12 months period starting with the 2 months previous to the current date (e.g. If the dashboard is visited in December, the months showed will start in October).
In the “y” axis (vertical line) it is presented the number of initiatives.
The loading level is represented by a red horizontal line that may be irregular, and it can go above or across the bars of the bar chart (the number of initiatives per month). The loading level determines the maximum change impact level that the organization is able to handle at that time. This is determined by the Administrator.
Placing the cursor on the bars of the bar chart will show you the number of initiatives per month and per impact level, as well as the loading level of that particular month.
The impact levels are represented by colours segregating the bars (months) by impact levels on the bar chart. The impact levels are represented in an ascendant way:
oLevel 1: Minimal
oLevel 2: Fair
oLevel 3: Medium
oLevel 4: High
oLevel 5: Very High
Below the bar chart it is explained the colours for each impact level, as well as the colour the Loading level is represented.
Average impact levels over the year
This is a donut chart explaining how many impacts per level are estimated during the 12 months represented in the ‘impact level’ section. This 12 months period starts with the 2 months previous to the current date (e.g. If the dashboard is visited in December, the months showed will start in October).
Top 3 initiatives with the most impact
As every other section on dashboard, the information located in this section depends on the information selected on the “Dashboard search fields to filter information”. This particular section shows a 2 columns table with the initiatives and their average impact respectively.
The initiatives can impact different divisions in different ways. This section shows ‘The Top 3 initiatives with the most impact’ amongst the selected divisions.
As every other section on dashboard, the information located in this section depends on the information selected on the “Dashboard search fields to filter information”.
This section shows two graphs: A bar chart ‘Stakeholders impact’, and a donut chart ‘Stakeholders impact over the year’.
Stakeholders impact (bar chart):
This section will give you an idea of which stakeholder groups are being or will be impacted, as well as how many initiatives (among the divisions selected) are impacting them.
Please read the following explanations to understand the full potential of the graph:
- In the “x” axis (horizontal line) you can see a 12 months period starting with the 2 months previous to the current date (e.g. If the dashboard is visited in December, the months showed will start in October).
- In the “y” axis (vertical line) it is presented the possible number of initiatives affecting the stakeholders.
- The colours of the bars represent the different types of stakeholder groups impacted during each month (each bar) and the respective number of initiatives.
Average impact levels over the year
This is a donut chart explaining which and to what extend the stakeholder groups are being or will be impacted by the initiatives selected over the12 months period.
Like other section on dashboard, the information located in this section depends on the information selected on the “Dashboard search fields to filter information”.
This section shows a 3 columns table with 1) the initiatives involved in the divisions selected, 2) the estimated value and 3) the benefit health (red, amber or green) for each of those initiatives. These data have been estimated and selected during the creation/edition of each initiative. Please beware, this section shows only the 7 initiatives with the highest value; therefore, initiatives with a non-financial value will not be showed in this section.
To understand what a ‘value’, ‘benefit’ or ‘health’ mean, please visit the ‘benefit’ section located within the ‘how to create (Add) an initiative’ section.
Overview of the role
The person designated as the administrator must have a deep understanding of the organisational design of the company. This person will be responsible for setting up the tool for the organisation and to continuously reviewing and managing the information, accounts and permissions.
Responsibilities in setting up the tool for the company
It is necessary to understand what are the current divisions, departments or service lines of the organisation and how they can be represented in The Change Compass.
The administrator will decide what are the possible stakeholder groups that can be impacted by the initiatives. Different stakeholders might belong to the same group (e.g. Third Party or Business Partners), it is the Administrator’s decision to allocate them in 1 or more groups and to give an appropriate name so the users can understand exactly what that means. Similarly, the Administrator will create fields for the different types of customers that can be impacted by the initiatives of the organisation.
One of the most important features perhaps is the Loading Level. The Administrator will decide and adapt the loading level according to the organisation’s capabilities to manage initiatives across the year.
These features will be further explained in the ‘Company Settings’ section.
Furthermore, it is responsibility of the administrator to create appropriateuser accounts for the company’s employees that have the actual authority to create or edit initiatives. The Administrator will decide whether or not one person is able to see initiatives from other divisions apart from their own, and whether or not that person will be able to act as another administrator or if they would receive notifications from The Change Compass. These decisions should not be taken carelessly as they may lead to different results in using this tool.
Some responsibilities of the administrator may include:
Training the users and updating them on any changes
Users must understand the different features of the website (e.g. what is benefit, health, verify, etc.), as well as understanding the options created by the administrator for some features; for example, if the administrator decides to create a stakeholder group named: Business Partners, the users must understand exactly what are the possible stakeholders included in that group in order to decide whether or not their initiative will create an impact on them.
Changes will happen in both the organisation and the website. Every user must be aware of these changes and have an understanding of how these changes may impact their previous, current or potential initiatives. For example, there will always be new stakeholders and customers in a company; The Administrator must ensure these changes are documented in The Change Compass and communicate them to the users so they are aware of the implications of this changes for their divisions and or initiatives.
Some scales on the tool depend on the particular context of the organisation. For example, the impact of each initiative is rated from 1 (lowest) to 5 (highest); The Change Compass suggests what is the implication of each level (e.g. Level 4: High level impact with at least several days required to digest and action the change). However, even though it is suggested the scope of each level, the organisation may adapt what each level actually means for their initiatives. Another example is the customer impact; users will select the ‘impact magnitude’ of their initiatives on customers from a range of low, medium or high. The users should understand what each of these levels actually means for the organisation. This will be different for each organisation, depending on the industry, size, market share, etc. and it might change according to the context of the organisation.
The Administrator should continuously review the reporting of the tool, trying to find insights that are worth sharing with the relevant people in the organisation. It is important to always checkthe data is up to date and to ensure communication is sent to employees from the system (notifications).
The user section shows you a list of the existent user accounts through a four columns table, listing the usernames, the First Name, the Last Name and the action you can take regarding that user (to edit the account or delete it)
Adding a new user account
Click on ‘Add’ to add a user, this will take you to the “create user” page where you can fill out the user details:
The username must be a unique email address; therefore,
- The First Name
- The Last Name
Notifications will be sent to this email address
IMPORTANT: This will determine the level of access the user will have across the divisions of the organisation. For example, a user that belongs to the Marketing division will only be able to view initiatives and reports related to the marketing division. By not determining any division, the user will be able to view, edit and delete any initiative from any division, as well as viewing reports from every division of the organisation. Please beware that once the user account has been saved with a particular division, it will not be possible to change the division the user belongs to; therefore, if the user requires changes on their division, it would be necessary to create a second account with a different access to the divisions of the organisation.
If selected a division, you may select a SubDivision for this user. This is not a mandatory field.
If selected a SubDivision, you may select a Team for this user. This is not a mandatory field.
- Admin access
If selected, this will grant access to that user to visit and edit the ‘Users’ and the ‘Company Settings’ sections. It is recommended that only the actual designated administrator have such access.
- Disable notifications
If selected, the user will not receive notifications from The Change Compass. It is recommended to leave this option ‘unchecked’to keep the users updated. As an example, if there have not been updates within 4 weeks, the system prompts the user every 4 weeks through email to verify the initiative is up to date.Notifications help users to keep track of their initiatives and what is happening in their relevant divisions.
- Password and Confirm password
Once you have filled out the form please click on “Save” and the account will be automatically created.
You can also search users by typing a word or part of a word on the search box and clicking submit or pressing enter.
The Field Setup section gives you the option of adding, editing or deleting fields for the following 4 sections:
The benefit of an initiative can be financial or non-financial; if the benefit is financial, the user can select the ‘category’ of that financial benefit. This section of ‘Benefit Category’ is where the Administrator can add, edit or delete the different categories for those financial benefits.
Note: The category options only appear when the benefit is financial; if the benefit is non-financial, the ‘category’ option will not appear when creating or editing an initiative.
Some examples of benefit categories are capability increase, cost reduction, FTE release or customer acquisition.
To add a benefit category, simply click on Add button, fill in the name of the benefit category and click on save.
To edit a benefit category, simply click on the edit option located in the second column of the list, edit the name of the benefit category and click on save.
To delete a benefit category, simply click on the delete option located in the second column of the list.Please beware that changes on the Benefit Category section may affect the initiatives that have selected those particular benefits. For example, if you delete the ‘cost reduction’ benefit category, all the initiatives with that category will be left without a benefit.
Impact Customer Type
Initiatives may create an impact on different types of customers. When adding or editing an initiative, the user can check the box ‘Customer impact’ if the initiative will create a direct impact on customers. If so, the Change Compass will give the user different options to estimate that impact on customers and it will be required to select the “Type of customer” that will be impacted. This section “Impact Customer Type” is where the Administrator can add, edit or delete the options for ‘customer types’.
To add a Customer Type, simply click on Add button, fill in the name of the Customer Type and click on save.
To edit a Customer Type, simply click on the edit option located in the second column of the list, edit the name of the Customer Type and click on save.
To delete a Customer Type, simply click on the delete option located in the second column of the list. Please beware; it won’t be possible to delete a ‘customer type’ that has been specifically selected by at least one initiative.
Initiatives create an impact on a particular area or location (e.g. Melbourne, or Victoria or Hong Kong), therefore when creating or editing an initiative, users should select a particular Geography Impact (although it is not a mandatory field).
In this section, you can add, edit or delete the options for Geography Impacts.
To add a Geography Impact, simply click on Add button, fill in the name of the Geography Impact and click on save.
To edit a Geography Impact, simply click on the edit option located in the second column of the list, edit the name of the Geography Impact and click on save.
To delete a Geography Impact, simply click on the delete option located in the second column of the list. Please beware that changes on Geography Impact may affect the initiatives that have selected those particular locations. For example, if you delete the ‘Melbourne’ location, all the initiatives with Melbourne as the only location selected will be left without a location.
There are different types of initiatives; some examples of types of initiatives arepolicy, product, regulatory, restructuring, technology, etc. This is an important aspect of the initiatives as different divisions may share the same type of initiative (e.g. Policy). It is recommended to design and communicate the types of initiatives that will be entered in the system and to ensure the users understand the specific terms. For example, if an initiative involves technology, processes and permissions, it could be confusing to understand whether that is a Technology type or a Policy type of initiative. The organisation should agree on the particular scope for each type and communicate it properly.
To add a type, simply click on Add button, fill in the name of the type and click on save.
To edit a type, simply click on the edit option located in the second column of the list, edit the name of the type and click on save.
To delete a type, simply click on the delete option located in the second column of the list. Please beware; it won’t be possible to delete a ‘Type’of initiative that has been selected by at least one initiative.
In this section it is possible to upload the company logo, and to edit the “loading level” that will appear on Dashboard on the Impact Level section.
To add a company logo simply click on Browse, select the file from your computer and click on Save.
The loading level is divided in the 12 months of the year starting on January (although, the twelve months period will appear on Dashboard starting 2 months previous to the current date). In this section, the administrator will be able to select the amount of initiatives per month that the organisation is able to manage or tolerate. This number will depend on the nature of the organisation, for some, the number of initiatives per month that “X” company is able to handle might be 10, for others it might be 30. Therefore, it is important to understand what is the amount of initiatives (considering their impact level) that the organisation is able to manage alongside of delivering business as usual activities.
Once the amount of initiatives per month on the loading level has been edited, simply click save and the loading level will be immediately updated on dashboard.
In this section, the administrator can add, edit or delete the organisation’s divisions, SubDivisions and Teams registered on The Change Compass.
It is important to understand the actual organisational structure of the company in order to create or edit divisions in The Change Compass.
Please beware that changes on divisions may affect the initiatives that have selected those particular divisions. For example, if you delete the marketing division, all the initiatives with the Marketing divisionas the only business unit selected will be left without a division.