Hive
Hive
Hive
Introducing the

Hive Promoter Score

A simple, consistent way to measure the impact of Hive projects, from initial planning through to longer-term outcomes.
Initial concept and proposed approachOctober 2026Opposite
The story at a glance

What we are proposing, in six steps

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Background and opportunity

Hive projects deliver value that is rarely measured over time

Hive has run improvement and innovation projects for more than ten years. Many are evaluated when they finish, but few are revisited once their benefits have had time to show. That makes it hard to demonstrate their full value, particularly when the benefits are qualitative. This proposal sets out a way to close that gap that is simple enough to use on every project.

10
years of Hive improvement and innovation projects
TechnologyProcessesCulturePeople

What happens now

Individual projects are often evaluated, usually around the time they finish.

The gap

Longer-term impact is not always measured, which makes it hard to show full value, particularly where benefits are qualitative or take time to emerge.

The opportunity

A simple, consistent approach to measuring the impact of Hive projects, from initial planning through to longer-term outcomes.

Benefits seenCommunicationEfficiencyQualityCollaborationProject outcomes
Starting point

Net Promoter Score uses one question and a 0 to 10 scale

Rather than invent a new measure, we suggest starting from one that people already know. Net Promoter Score is widely used, quick to answer and easy to explain, which matters if a measure is going to be used consistently across every Hive project.

The NPS questionHow likely are you to recommend this service to others?
Detractors0 to 6
Passives7 to 8
Promoters9 to 10
NPS= % promoters − % detractors Passives count towards the total but not the score. Scores range from −100 to +100.

Try it

Move the sliders to see how the score responds.

PromotersPassives 30%Detractors
+40Net Promoter Score
The concept

The HPS combines three dimensions of project performance

Customer satisfactionExperience, expectations and advocacy
Project impactQualitative and quantitative improvements
Delivery efficiencyTime, resources and effort
HPSHeadline measure of Hive project performance and value

NPS on its own only tells you whether someone would recommend a service. The HPS adapts it to Hive's work by bringing together three things that describe a successful project. The headline score is easy to report and compare. The indicators beneath it explain what is driving the score.

Customer satisfaction

  • Expectations met
  • Experience of working with Hive
  • Likelihood to recommend

Project impact

  • Change against baseline
  • Improvements reported by users
  • Benefits sustained at follow-up

Delivery efficiency

  • Time against plan
  • Consulting days used
  • Effort asked of the customer

Indicators shown are examples. They would be tested and refined in Stage 2.

An important distinction

How a project is received is not the same as what it changes

Perceived success →
Well received, limited changeThe project feels successful but its intended outcomes were not achieved.
Recognised valueWell received and delivered the improvements it set out to make.
Review and learnNeither well received nor delivering change. Worth understanding why.
Hidden valueMeaningful improvement that is not yet recognised by the customer.
Actual improvement →

A project can be well received without achieving its intended outcomes. It can also deliver meaningful improvement that is not recognised straight away.

The HPS would keep perception (satisfaction) and improvement (impact) as separate views, so Hive can see where they line up and where they do not.

Comparing project team and customer assessments also shows where the two see a project differently.

Project journey map

A journey map sets what to measure, when and by whom

The journey map is a planning tool for project managers. At the start of a project it records what success looks like, what to measure and when to come back and check. It also helps customers understand what the project is expected to change, for example whether it aims to reduce a problem rather than remove it. Follow-up timing is set for each project, based on when its benefits are expected.

Plan
Baseline
Deliver
Close
Follow up
What
Agree expected benefits. Clarify whether the aim is to improve a problem or remove it.
Capture starting data and choose measures for each dimension.
Track time, resources and effort as the work progresses.
Customer and team rate the project. Record early outcomes.
Assess impact at the point benefits are expected to show.
Who
Project manager, customer
Project manager
Project team
Customer, project team
Hive, customer
Satisfaction
Expectations
Rating
Advocacy
Impact
Expected benefits
Starting data
Early outcomes
Change achieved
Efficiency
Planned effort
Time and days
Against plan
Proposed approach

Three stages: look back, measure now, set the future approach

Rather than design the framework in isolation, we would build it from Hive's own projects. Looking back shows what can still be measured after the event. Current projects let us test the measures in real conditions. A new project shows how the approach works when it is built in from day one.

1
Past

Look back

  • Review Project Daylight, a recently completed initiative: its impact and the gaps in how it was measured.
  • A light-touch maturity assessment of about 50 previous Hive projects to set a baseline.
Project Daylight~50 past projects
2
Present

Measure current projects

  • Work with two projects in delivery to set measures across satisfaction, impact and efficiency.
  • Test the journey mapping process and the HPS concept.
2 projects in delivery
3
Future

Establish the future approach

  • Apply the method to a new project from commencement.
  • Develop the standard measurement guide.
  • Run follow-up assessments as benefits emerge.
1 new project
Completed workWork in deliveryNew work
Measuring this assignment

The framework would also measure its own impact

We would hold this assignment to the same standard we are proposing for Hive's projects. These four measures would show whether the framework has made a real difference to how Hive understands and reports its impact.

Improved impact measurement maturity

Hive measures impact more consistently and more completely than today.

Compared with the Stage 1 baseline

Greater stakeholder confidence

Stakeholders trust the project outcomes Hive reports.

Asked of stakeholders before and after

Closer team and customer assessments

Project team and customer views of a project become more consistent.

Gap between team and customer ratings

Adoption across future projects

The HPS and journey mapping process are used on new Hive projects.

Share of new projects using the method
Outputs and resourcing

17 consulting days within Hive's existing allocation

The work would be delivered progressively through Hive's existing allocation of consulting days, so no separate budget is needed. Tim Farley would lead the work day to day, with Duygu supporting as required and Nick providing oversight and quality assurance.

Project case studies

A short series covering Project Daylight and the projects measured.

Hive Impact Measurement Guide

Journey maps, HPS measures and templates for future projects.

Baseline maturity assessment

Where Hive's impact measurement stands today, across previous projects.

Tim FarleyProject lead
Duygu SerbetciSupport as required
Dr Nicholas DuckOversight and quality assurance

Indicative effort

Project Daylight retrospective
2
Two current projects
3
Case study development
2
Measurement process and HPS
2
Guide and templates
2
Follow-up impact assessments
3
Maturity baseline assessment
3
Total days17
Delivered progressively through Hive's existing allocation of consulting days.
Next steps

To get started, we would ask Hive to confirm

If Hive is comfortable with the concept, Stage 1 can begin straight away. These five decisions from Hive would let us start.

  1. 1Project Daylight as the look-back project, and access to its project information
  2. 2The list of about 50 previous projects for the maturity baseline
  3. 3Two projects currently in delivery to work with
  4. 4A new project starting soon, to apply the method from commencement
  5. 5A Hive contact to work with Tim on the HPS questions and measures
Hive

Hive Promoter Score

Initial concept and proposed approach for measuring the impact of Hive projects.

OppositePrepared by Opposite, Human Factors Specialists
The result

What Hive would have at the end of this work

Hive would have a consistent way to show the value of its projects, not just at handover but once the benefits have had time to emerge. Each new project would add to a growing body of evidence that Hive can share with customers, sponsors and its own teams.

A recognisable headline score

One figure Hive can report across projects and over time.

Evidence of real change

Baseline and follow-up data that show what each project improved.

A repeatable method

A journey map and guide built into how new projects are planned.

Hive
HPS HIVE IMPACT
Successful impact
Opposite

The whole story

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