INTERNATIONAL JOURNAL OF ADVANCE RESEARCH
IN MULTIDISCIPLINARY

Organisational change initiatives are now routine in both private and public sector organisations, yet their results are often ambiguous and uneven. While the change management literature has identified many drivers of successful change, the notion of “success” itself is frequently treated in a vague or binary manner, with limited attention to systematic measurement. At the same time, the performance measurement literature has developed robust principles for designing multi-dimensional performance systems, but these are rarely applied specifically to change initiatives.

This paper develops a performance measurement framework for evaluating organisational change initiatives by integrating insights from both fields. Drawing on a narrative review of research on organisational change and performance measurement, the paper proposes a multidimensional, life-cycle-based framework that links leading and lagging indicators across five domains: strategic alignment and value creation, change process quality, stakeholder readiness and outcomes, operational and financial performance, and learning and adaptability. The framework is intended to be conceptually robust yet practical enough to integrate with existing systems such as the Balanced Scorecard.

Two illustrative tables summarise the domains, example indicators and their positioning across the change life-cycle. The paper contributes by (a) making “change success” more observable and discussable, (b) encouraging organisations to monitor both hard and soft indicators, and (c) providing a base for future empirical testing of change performance models.