Change Management Process

Below is a typical change management process, with 4 phases and the activities we usually undertake.

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Planning, Building Visibility and Setting up

This is the first phase of the change. There is an idea, innovation or problem that needs to be solved, creating a need for change.

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Building Readiness in Impacted Teams and Stakeholders

Planning has been completed, and people are now aware that things will change.  Its time to get them ready for it!

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Rollout and Transition to New Way of Working

This is when people start to feel the impact of the change. The level of support and resilience they have will make all the difference.

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Sustaining Performance, Embedding and Review

Once the rollout has finished, the project team move to another project, and we review what has "stuck" and what needs more work to embed.

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Phase 1

Planning, Building Visibility and Setting up

Key Activities

  • Stakeholder interviews to: 

    • Assess the history of the change

    • Find the compelling reason for the change

    • Understand their needs and way they like to engage

    • Assess high level impacts

  • Set up Sponsorship

  • Set up change team structure, governance, agree tools, and responsibilities (could include change champions)

  • Provide input to business case

  • Build the Change Narrative (with key messages)

  • Decide the Change Strategy (approach)

  • Map the Stakeholders and impacted teams

  • Map the Influence Network

  • Identify people risks and issues and build plan to mitigate these

  • Provide input to business case

  • Clarify the Success Criteria

  • Build Change Plan

  • Build Engagement Plan (Communications and Training)

  • Agree measures and reporting

  • Commence high level awareness communications

Phase 2

Building Readiness in Impacted Teams and Stakeholders

Key Activities

  • Build the Sponsor plan to get them out in front of people, setting the vision, answering questions and connecting with people.

  • Assess impacts in detail (in workshops with teams)

  • Commence communications with more detail, to build understanding (including  regularly communicating decisions and assumptions - usually via a register)

  • Establish a channel for feedback, questions and concerns (often email or phone)

  • Commence training program to build skills in change (for people leaders), skills in the new process/system, and supporting skills (e.g. understanding different business units)

  • Build recognition and rewards (for behaviour change)

  • Assess business readiness

  • Finalise rollout materials (Announcements, FAQs, scripts, posters, leader support guides, townhall etc)

Phase 3

Rollout and Transition to New Way of Working

Key Activities

  • Sponsor visibility activities (walk-the-floor, townhall, roadshow, video diary online etc).

  • Subject Matter Experts availability (in person, or hotline) for people to ask for technical help

  • People Leaders support plan in action (regular forums for them to share learnings with other leaders, scripts and FAQs for them to be able to answer questions)

  • Monitor and support leaders with resistance management

  • Commence rollout communications and follow-up training (more indepth and related to specific roles and teams, as they try out the new way and start to learn from mistakes)

  • ​Set up team in the Control room to monitor rollout and business performance - provide immediate issue resolution and communication of issues and solutions out to business groups and stakeholders.​

  • Gather learnings and communicate these widely

  • Celebrate behaviour change, recognise and reward learnings and successes.

Phase 4

Sustaining Performance, Embedding and Review

Key Activities

  • Review and assess amount of behaviour change and resistance

  • Monitor benefits realisation 

  • Build plan for follow-up training where needed

  • Commence "embedding change" communications from Sponsor and people leaders

  • Commence refresh of training where needed

  • Celebrate behaviour change, recognise and reward learnings and successes

  • Workshop to reflect on the effectiveness of change activities

Continue Exploring Change Management

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