Change management strategy maturity
Your change management practices, measured by theme and translated into a roadmap.
10 themes, a 5-level scale. And the action that moves each level to the next.
The framework’s 10 themes, already written from L1 to L5. One company, one business unit, or 300 at once.
Change management strategy maturity
10 themes, 5-level scale.
Nordhavn Industries
53 / 100
They measure their maturity with Datamensio
An example
This could be your situation.
Take one company as an example: three sites, three spreadsheets, no shared answer.
Nobody can consolidate.
Nordhavn Industries, 2,400 people in Hamburg, Lyon and Porto. A client asks where the group stands. Each site answers in its own spreadsheet, with its own scales.
Three weeks, a single base.
One Organisational change management framework (ADKAR, Kotter, ISO 10018), five-level CMMI maturity scale assessment launched across all three sites at once, from the managers’ interview notes. The framework was already written, its 10 themes and levels L1 to L5 too.
Two costs avoided before being committed.
A score of 53 out of 100, with the gap concentrated on three themes. The AI companion spotted that two actions duplicated those of another audit. The committee report took one sentence to request.
What it saved them
- 3sites measured on the same base, instead of three questionnaires to reconcile
- 2duplicate actions caught before the spend
- 1committee report, with no manual rework
These figures are an example. They could be yours.
The standard imposes processes. Datamensio says where you stand.
01
The framework is already written
Themes, questions and levels L1 to L5, all written. You do not start from an empty spreadsheet.
02
The score lands the same day
Online, by self-assessment link or in interview. Theme by theme, comparable over time.
03
The gap becomes a costed plan
Every step up carries its action. The AI prioritises on expected effect, not on the order of the standard.
04
Progress can be demonstrated
Campaign after campaign, against your target and against your own past. That is what your board asks for.
The maturity scale
One level, the next, and the action that links the two.
This mechanism (one level, the level above, and the action that connects the two) is what turns an observation into a trajectory.
Are frontline managers equipped and engaged to support their teams during rollout?
- N1
Managers learn about the change at the same time as their teams. No support or time is allocated to them.
- N2
A presentation is sent to them before rollout. Their engagement depends on their personal interest in the topic.
- N3
Managers receive a support toolkit and a dedicated session ahead of their teams. Their role is made explicit in the rollout plan.
- N4
Managers are trained in change leadership, have identified time for support, and their contribution is tracked by the programme.
- N5
Change support is part of the managerial expectations that get evaluated. Difficulties raised by managers actually change the rollout plan.
Action to move from L2 to L3
Build a manager toolkit for each rollout wave (role impacts, frequently asked questions, team briefing outline) and deliver it in a dedicated session two weeks before opening to users, then follow up as a standing item in the weekly management meeting.
« With Datamensio, we meet our objectives far more efficiently. The ERDF inspection services and our supervising ministry particularly appreciated an approach that gives them reliable data. »
Director, CCI 94CCI Île-de-France
« We believe this is the most suitable solution to scale our transformation project and measure impact according to our needs. »
Maja SucekChief Operating Officer, Interreg Danube
Rarely on its own
Frameworks combine. Put several together to cover your business, or have the AI write yours.
Take your first measurement
What this framework covers
Change management covers the practices that drive adoption of a transformation by the people affected. It spans stakeholder mapping, business impact analysis, communication strategy, skills development, frontline manager involvement, the ambassador network, and usage measurement after rollout. The most widely used frameworks (ADKAR, Kotter’s eight steps, the ISO 10018 guidelines on people involvement) describe comparable approaches. None of them can be certified: they are practices whose robustness is measured on a maturity scale.
This is what makes them hard to manage. The change management budget is often the line item trimmed at the last round of arbitration, and its effect only shows up after go-live. Three questions recur in large organisations. Is there a shared methodology across programmes, or does each project manager improvise their own? Are middle managers genuinely equipped to relay the message, or do they simply get a slide deck and a password? Do you measure actual use of new processes a few months after rollout, or only whether project milestones were met?
One common confusion is worth clearing up: change management is not internal communication. Communication informs, change management alters working practices. The context has also shifted. Organisations no longer run one major project every three years but a continuous stream of rollouts, often simultaneous across the same teams. The question is no longer just how to succeed at one change, but how to manage the cumulative load they represent and sequence what the business can absorb.
The maturity assessment answers a different question from a project review. A review says whether a rollout hit its milestones. The assessment shows the organisation’s capacity to drive change, theme by theme, and points to the precise action that moves it to the next level. You can then compare business units against each other, and each entity against its own history, to decide where to invest first.
In Datamensio, the framework is ready to use and you adapt it. The AI adjusts the themes, questions and level wording to your sector, or builds a version from your own documents: internal methodology, rollout toolkit, past programme reviews. The models used can be selected, including from European providers.
Reference standard: Organisational change management framework (ADKAR, Kotter, ISO 10018), five-level CMMI maturity scale
The themes assessed
Change framework and governance
Existence of a shared methodology, where the function sits, sponsor and change lead roles, alignment with portfolio governance, dedicated budget identified.
Stakeholders and impact analysis
Mapping of affected populations, impact analysis by business function and role, identification of resistance, consideration of employee representatives.
Vision and sponsor buy-in
Framing of the case for change, visibility and engagement of the executive sponsor, message consistency across hierarchical levels, arbitration of competing priorities.
Communication and engagement
Sequenced communication plan, channels and cadence, tailoring by population, listening mechanisms and objection feedback loops.
Skills development and training
Needs analysis, training and on-the-job support mechanisms, documentation and contextual help, internal certification of key users.
Role of frontline managers
Equipping relay managers, time allocated for support, training in change leadership, integration into individual objectives.
Ambassador network and field relays
Selection and mandate of referents, network animation, recognition of contribution, feeding field difficulties back to the programme.
Adoption and benefits measurement
Actual usage indicators, perception surveys, measurement of expected benefits after rollout, gap between target and observed usage.
Embedding and sustainability
Incorporation into processes and procedures, handover to business as usual support, handling of rollbacks, post-rollout review at a defined date.
Capitalisation and change load
Formalised lessons learned, reuse of toolkits, consolidated view of changes affecting the same population, sequencing of the load.
A short version of the framework is available for the online self-assessment.
Frequently asked questions
Does this assessment lead to a certification?
No, and change management is not subject to any organisational certification. The assessment measures the maturity of your practices and produces a roadmap. It is there to help you decide where to invest, not to earn a label.
How is this different from an end of project review?
A review covers one rollout and looks backwards. The assessment covers the organisation’s capacity to drive change, independent of any given project. It repeats over time and can be compared across business units.
How long does the assessment take?
The short version takes around thirty minutes for a programme manager to complete. The full version, run collaboratively with several contributors, typically spans one to two weeks, with most of the time spent gathering input from business teams and managers.
Can the framework be adapted to our internal methodology?
Yes. You can edit the questions, the level wording and the themes, or start from your own documents and let the AI build a version from them. If your organisation uses ADKAR or an in-house method, the framework picks up its vocabulary.
How do you compare business units that are not going through the same changes?
The questions focus on support practices, not on the content of the projects. An industrial site and a sales division therefore answer the same framework. The benchmark reports scores by theme, showing exactly where the gaps concentrate.
Who should answer the questions?
A programme manager or PMO can cover most of it. Some themes are best answered by HR for training, and by a frontline manager for embedding. Collaborative mode lets you assign each theme to the right person.
Is the action plan costed?
Yes. Every gap between the score and the target generates an action, and the services catalogue offers a response against each one, with cost, timeframe and expected effect on the score. You make decisions based on real figures, not intentions.
Where is the data hosted?
In France, with OVH, backed up at Scaleway. No transfer outside the European Union. The AI models used can be selected, including from European providers.