Flagship service
Change management
How a change is introduced, supported and made to last, for organizations where nobody has a department for it.
Flagship 03Scores the dimension People and change
Who this is for
- A system or a structure going live in months, and the people who will use it have not yet been asked.
- A reorganization announced and explained, and six months later run exactly as before.
- A leadership team that has watched a previous change fail and wants this one handled differently, without a hundred-slide program.
The problem as we see it
Change fails in the gap between the announcement and the daily habit. The plan covers the launch; the habit forms, or does not, in the weeks after, when the project team has moved on and the old way is still easier.
Large change programs answer this with volume: more communication, more training, more champions. In an SME or a public entity the volume is not there, and the program itself becomes the burden people resist.
What works at this scale is a handful of specific moves: name who is affected and how, remove the reasons the old way is easier, give managers the words and the time, and measure the habit rather than the attendance. Then keep measuring after go-live, which is where most plans stop.
What we do
The five stages of Fit-to-Maturity, and what each one does for this practice. Read the method
Short cycles, each checked by your decision-maker, until it matches what you expect.
- 01
Map
We find out who the change touches and what it asks of each group, hear what the last change taught them, and score the People and change dimension.
- 02
Fit
An impact map by group, the change roles the organization can staff, the sequence of moves from announcement to habit, and the two or three measures that show adoption.
DesignPut it to workYou check itAdjust
Your decision-makerOn your side, with the final say. Accepts or redirects each step.Short cycles, each checked by your decision-maker, until it matches what you expect.
- 03
Run
The moves run alongside the project in short cycles. We watch the measures, and the moves that do not move them are replaced.
- 04
Hold
The change lead and the line managers carry it; we coach through the first quarter after go-live, when the old way tries to return.
- 05
Revisit
After the first quarter and at the next change: what held, what was skipped, and what the organization now knows how to do without us.
Sample deliverables
- An impact map by group, on one page
- A change roles and responsibilities sheet
- A move-by-move change plan with dates
- Manager briefing kits
- An adoption measure and its first readings
Samples, shaped to each engagement.
Engagement models
Three ways to engage. No prices on this page: the scope, and the price with it, is set after the discovery call, in a proposal with options.
Diagnostic
A maturity profile, a one-page finding and a roadmap with options, in a short first engagement. Useful on its own, and the first stage of everything else.
Build
One practice designed to the level and run on real work until its owners can carry it, on a timeline set by the size and complexity of the organization. The design group's time is the main cost on your side.
Alongside
A light, continuing presence after a Build, or beside a leadership team that wants a second pair of eyes each quarter. Sized to what the leadership team needs, and reviewed each quarter like everything else.
How we start
- 01
A 30-minute discovery call, where you describe the situation and we ask questions. No slides.
- 02
A written note of what we heard, within a few days, so you can correct us before we propose anything.
- 03
A proposal with options, sized to the maturity we expect to find, with the Diagnostic as the smallest one.
Related insight
Why customer journey analysis has become unavoidable
Customers judge the whole experience, across every channel. Organizations are built by department. A journey analysis is the one view that shows the organization the way its customers see it, and where the friction and the cost really are.
The two other flagships
- Flagship 01
Corporate governance
Decision rights, a board or committee rhythm, and the few documents that make decisions visible and followed.
Scores the dimension Decisions and governance
- Flagship 02
PMO and portfolio management
A PMO set up and started to serve your portfolio rather than police it, a portfolio you can fund and staff, and project management when you need it.
Scores the dimension Portfolio and PMO