Change is often discussed as a goal, but in practice, it is a structured process that requires intentional planning, broad engagement, and habitual execution. As SPOL prepares to launch its redesigned platform, we have approached this work not just as a product update but as a full change initiative. The steps we followed closely mirror the same process institutions undertake when working to shift culture around planning, assessment, and accreditation. Below is the framework we used, and how it can be applied within an institutional context.
1. Start with Measurable Feedback
Our process began with Net Promoter Score (NPS) data and user feedback. Rather than treating this as a surface-level metric, we used it to identify patterns in user experience. Where were users encountering friction? Where were processes unclear or inefficient? For institutions, this step often includes survey data, assessment results, or participation trends. The key is to move beyond collecting data and begin interpreting it in a way that informs action.
2. Clearly Define the Problem
Once feedback is gathered, it must be translated into a clearly defined problem. At SPOL, we identified the need for a more intuitive, modern, and flexible user experience across modules. This was not a single issue, but a pattern that emerged across multiple user groups. For institutions, this step is critical. Without a clearly defined problem, change efforts can become unfocused and difficult to sustain.
3. Make the Decision to Change
Not all identified problems lead to action. A successful change initiative requires a clear decision that change is necessary and that resources will be committed to it. For SPOL, this meant committing to a full system redesign rather than incremental updates. For institutions, this may involve adopting a new process, restructuring workflows, or implementing a new system. This is the point where change moves from discussion to execution.
4. Gather Broad-Based Input
Change efforts must be informed by a wide range of perspectives. We engaged users across institution types, roles, and levels of system interaction to ensure that the redesign reflected real workflows. Institutions should take a similar approach by involving faculty, staff, administrators, and institutional research teams. Each group interacts with planning and assessment processes differently, and their input is essential to building a system that works in practice.
5. Leverage External Expertise
SPOL partnered with a third party to guide the redesign process. External partners provide structure, challenge assumptions, and help ensure that change efforts remain aligned with best practices. For institutions, this is where SPOL can serve as that partner. Beyond providing a platform, we support institutions in structuring their processes and implementing sustainable change.
6. Define Timing and Scope
One of the most important aspects of change management is determining what will be addressed and when. We approached the redesign in phases, prioritizing high-impact areas while planning for continued development. Institutions should take a similar phased approach. Attempting to address all challenges at once can lead to confusion and reduced adoption. Clear scope and realistic timelines are essential.
7. Develop and Test Prototypes
Before full implementation, we created and tested prototypes. This allowed us to evaluate functionality, gather feedback, and make adjustments before broader release. For institutions, piloting new processes or configurations in a smaller setting can help identify issues early and improve overall implementation success.
8. Recruit Pilot Participants
We intentionally engaged pilot users to test the redesigned experience. These users provided valuable feedback and helped validate that the system aligned with real-world use cases. In an institutional context, pilot groups can also serve as early adopters who help build momentum and support broader rollout efforts.
9. Plan and Execute the Launch
The final step is a structured launch. At SPOL, this includes scheduling rollout, preparing users, and ensuring that support structures are in place. For institutions, successful implementation depends on clear communication, training, and ongoing support. A well-planned launch ensures that change is not only introduced but sustained.
Connecting Product Redesign to Culture Shift
SPOL’s redesign is the result of this full change process. More importantly, it reflects the same approach institutions must take when working to improve planning, assessment, and accreditation practices. Culture shift does not happen through a single initiative. It requires alignment across people, processes, and systems.
Our goal with this redesign is to provide a platform that supports that alignment. One that is more intuitive for end users, more flexible for administrators, and better equipped to support long-term institutional goals. Institutions often approach change with urgency, but successful change requires structure. The steps outlined above provide a framework that can be adapted to different contexts, whether implementing a new system, refining assessment practices, or advancing institutional effectiveness efforts. SPOL’s redesign reflects this process in action, and we are excited to bring that experience forward to support our partner institutions.
