The Project One Change Management Approach

Change Management: Transformation only delivers value when people adopt it

How do you know you need Change Management?

Addressing these areas early helps ensure that the practical delivery of change is supported by the right behaviours, capabilities, and engagement, increasing the likelihood that intended outcomes, benefits and value are fully realised. Our approach is centred on practical change management, with leadership alignment and capability uplift woven in to reinforce delivery, embed and sustain change. Read our insight here to explore more questions that test whether your organisational culture is enabling transformation.

Strong change outcomes start with strong foundations. Delivering the programme is not the same as delivering the value, if your people are not on the journey, the change will not stick. The questions below are designed to help you reflect on your organisation’s readiness to successfully navigate change.

Can you articulate a clear and compelling case for change?

Are benefits dependent on people changing behaviours?

Are you measuring technical delivery or actual adoption?

Who owns adoption after go-live?

Are leaders aligned on the behaviours required for success?

If adoption was failing today, how quickly would you know?

If you’re unsure on how to answer the questions, it may indicate that additional focus is needed on how the change is being led, communicated, and embedded across the organisation. Gaps in vision, readiness, leadership alignment, or employee understanding can all impact how change is adopted, sustained and the value realised.

real change • real difference

What is Change Management?

Transformation rarely fails because of technology alone. It fails when organisations underestimate the scale of operational, behavioural and leadership change required to realise value. Programmes may still go live and milestones may still be delivered, but without adoption the intended benefits are rarely sustained. Change doesn’t create value, adoption does. Effective Change Management ensures people understand the change, are ready to operate differently, and embed new ways of working long after implementation. At Project One, we see Change Management as a core transformation discipline, not a communications or training workstream. It is how organisations reduce adoption risk, accelerate readiness, strengthen leadership alignment and realise the full value of transformation investment. Done well, Change Management: Builds aligned, visible and accountable leadership Creates clarity around why change is happening and what success looks like Helps leaders understand and manage the people impacts of transformation Builds readiness, capability and confidence before go-live Embeds new ways of working so benefits are sustained over time Strengthens resilience and future change capability across the organisation.

“Project One’s knowledge, expertise and dynamic presence is really helping to unblock barriers and move things forward, especially around Change Management, communications and culture. You can feel a real step change within the organisation and it’s starting to move the dial on managing change better and improving our culture. It feels quite exciting from my perspective and it feels like stars are starting to align.” Programme Sponsor Energy Regulator

real change • real difference

Using a clear “North Star” as a point of reference helps ensure that decisions, actions and behaviours remain aligned to the intended outcome, even as change unfolds over time.

Our approach to Change Management

Adoption by design, not by chance. Successful transformation is not achieved through

Our change management approach

communications and training alone. It requires leadership alignment, clear ownership, practical readiness and sustained adoption embedded throughout delivery. At Project One, we integrate Change Management into the core of transformation delivery from the outset – helping organisations prepare people for change, embed new ways of working and realise long-term value.

real change • real difference

Change is a journey that begins well before a programme is mobilised and continues long after go live, ensuring value is achieved along the way. Our Change Management approach focuses on four critical phases:

1. Lay the foundations: create clarity people can commit to

3. Bring it to life: turn readiness into confident adoption

What Project One does: Diagnose the change: what must be different for leaders, teams and customers, not just what is being delivered Equip change leadership with expectations, messages and a practical sponsor rhythm Build a compelling case for change and co‑create the vision so it resonates across the organisation. “When leaders create clarity and confidence early, people understand not just what is changing, but why it matters and what success looks like beyond go-live.”

What Project One does: Track readiness continuously and adapt the approach as programme conditions and stakeholder dynamics evolve Activate impacted communities through involvement, pilots, champions and practical support Build capability so people can perform, not just “attend training” Ensure leaders role‑model and reinforce the right behaviours consistently.

“When people feel supported and equipped to succeed, adoption accelerates, workarounds reduce and value is realised faster.”

2. Plan and prepare: design engagement around real needs

4. Realise the value: sustain adoption long after go‑live

What Project One does: Use stakeholder analysis to understand influence, impact and what is needed to adopt new ways of working Build a change network and two‑way feedback loops to surface concerns early and keep engagement grounded in reality Design the interventions that will build readiness at the right time, not just a comms plan or training schedule. “When engagement moves beyond awareness into ownership, managers become active leaders of change rather than passive recipients of it.”

What Project One does: Measure adoption and usage and strengthen it where it is lagging (benefits are never assumed) Transition to BAU with ownership, support structures and reinforcement mechanisms in place Enable benefits realisation by linking behaviour change to outcomes and performance measures Set up for future success by embedding repeatable change capability, not dependency. “When new ways of working become embedded into day-to-day operations, organisations sustain value and build greater resilience for future transformation.”

real change • real difference

What this approach delivers Clear alignment around the purpose and direction of change Stronger trust and openness within leadership teams Shared ownership for change outcomes across the leadership group How change leadership is built A shared change narrative that leaders use consistently Clear roles, decision‑making and accountabilities Space for open dialogue, challenge and reflection Agreed goals, success measures and collective review The result Leaders operate as a connected team, modelling the behaviours, collaboration and accountability required to embed change and sustain momentum. Leadership misalignment is one of the biggest predictors of transformation failure. While Change Management ensures change is designed, delivered and embedded, effective change leadership determines how that change is experienced. Change leadership aligns leaders, builds trust and drives collective action, so people see clear, credible direction throughout the transformation. But to make that direction real day‑to‑day, it must be reinforced on the ground. That’s where change champions come in, carrying leadership intent into teams, shaping understanding, and helping change truly stick, read more here. Spotlight on: Change Leadership

“Project One is bringing the ability to build and define the target operating model that’s reflecting the vision for the future. They’ve helped us introduce new capabilities and redesign processes and we’re now moving forward faster and with more clarity.” Senior Director Global Publishing House

real change • real difference

Spotlight on: Change Capability Uplift Capability uplift reduces dependency on external support and increases organisational resilience. Assessing change management capability creates clarity on what’s working, what’s missing and where consistency breaks down, providing the foundation to deliberately strengthen capability rather than relying on pockets of good practice. Change capability uplift creates a consistent, repeatable way of leading and delivering change across the organisation. Our insight highlights the key steps to do this here. What our approach delivers A shared understanding of current change maturity Clarity on strengths, gaps and priority capability needs A defined future state aligned to organisational goals A practical, scalable way to build change capability while transformation is underway. Core change foundations At the heart of capability uplift is a stable organisational platform that allows change to be delivered consistently and effectively: A clear and consistent change methodology Practical tools, resources and guidance for those delivering and leading change Defined approaches to comms, engagement and sponsorship Performance measures to track effectiveness and adoption Feedback loops that capture insight and support continuous improvement Structures that embed good practice over time. Together, these foundations move change away from isolated initiatives and individual dependency, creating clarity, confidence and consistency across the organisation.

How capability is embedded in practice Change capability is strengthened through use, not abstraction. Learning happens alongside live delivery, grounded in real challenges and real outcomes: Change capability is developed through active programmes and initiatives, not simulations Sponsors and leaders are supported to role‑model effective change behaviours and sustain momentum Delivery teams apply change approaches in context, testing and refining them as conditions evolve Learning, reflection and insight are shared across teams to reinforce good practice and accelerate improvement.

The outcome Change Management becomes a shared organisational discipline, not a specialist add‑on. Clear expectations, consistent approaches and practical tools are in place, enabling capability to grow through application, learning and continuous improvement. Over time, this creates a repeatable foundation for managing change, helping organisations realise benefits more reliably and approach future transformation with greater confidence and resilience.

real change • real difference

SAP S/4HANA Manufacturing Change Management Considerations

Our Change Management Approach: Building a Compelling Case for Change

By fostering strong relationships with senior leadership, we helped them understand their role in driving change. This trust enabled quick decision-making, resource alignment, and issue resolution. We developed a clear narrative focused on SAP ECC6’s end-of-life and the need for business evolution, reinforcing this message through ongoing business readiness assessments. Thorough Change Impact Assessments Following the ‘adopt not adapt’ principle, we ensured 85% of functionality remained SAP standard to eliminate process variations and manual workarounds. In collaboration with our change network and system integrators, we mapped the end-to-end manufacturing process across 14 functions and five sites, highlighting key changes and dependencies. A core focus was shifting perception from a simple system upgrade to a fundamental transformation in data accuracy and process ownership. Tailored Stakeholder Engagement Recognising the diverse needs of stakeholders, we adapted our engagement strategy. For shopfloor teams with limited digital access, we prioritised face-to-face, site-led communications, ensuring they remained informed and involved alongside remote and office-based colleagues.

The Challenge Our customer had relied on SAP ECC6 for over 20 years, during which processes drifted from standard practice. Limited knowledge of SAP’s full functionality led to manual, offline processes, missing opportunities to optimise manufacturing through Master Production Scheduling and Materials Requirements Planning. A lack of structured training meant inefficient workarounds were passed down, while poor data governance and unclear ownership led to mistrust in system data, reinforcing offline methods. Siloed working and role inconsistencies across five sites further complicated operations. Moving to SAP S/4HANA was more than a technology transformation, it required a fundamental shift in ways of working and behaviours.

“Thank you Project One for your world-class programme management skills and creative ideas, your leadership and expertise helped to successfully deliver a results-focused project!”

Chief Finance Officer Global Defence Business

The Outcome High-impact areas received face-to-face training (100% attendance), while others accessed e-learning and quick guides via a new SAP learning platform, establishing a lasting training resource. SAP ‘Model Offices’ provided hands-on experience with a replica system. Sustained Business Engagement A dedicated change network, including SAP Adoption Leads, was created to drive long-term adoption. A cross- functional governance forum now ensures best practices, monitors adoption, and reports progress to leadership.

real change • real difference

How change management drives success in the telecoms industry

Our Approach The Darwin Programme was built around one core principle: the people receiving the change were actively involved in shaping it from day one. Change management was embedded into programme delivery, governance and decision‑making, ensuring adoption and readiness were never treated as an afterthought. Business‑led from day one The programme was driven by clear business outcomes rather than technology milestones. Commercial and operational leaders: Defined the vision and success criteria Owned delivery of outcomes Made key design decisions before technical build began. This created early alignment and genuine ownership across the organisation. Shaping the design together Operational teams were actively involved in designing how the future would work, not just validating it at the end. This included: Direct involvement in process, system and operating‑model design Leaders contributing through a Design Authority Dedicated capacity and backfill to enable meaningful participation. Building this change capability early proved critical to adoption. Designing the change, not just the solution Change was planned from an operational and employee perspective, with releases shaped around usable business capability: Technology deployments grouped into logical, relevant releases Each release combining systems, processes, training and support Delivery priorities shaped jointly by business, customer and technology needs. This ensured teams were ready to operate each release from day one.

The Challenge Following Telenet’s acquisition of mobile operator BASE, the business faced the challenge of consolidating two separate CRM and billing landscapes into a single, future‑ready platform. The ambition was to simplify IT, enable a digital‑first customer experience, and support faster change across both brands. Rather than extending legacy systems, Telenet chose a bold greenfield approach. The Darwin Programme was launched to retire BASE legacy platforms, optimise operations, enable customer self‑service and support growth in corporate sales, delivering a business‑wide transformation underpinned by a new digital platform. Project One led the programme, providing delivery leadership, change management and the programme management office to ensure the organisation was ready to adopt and realise the change. Telenet is the largest provider of cable broadband services in Belgium, and they were going through a business-wide transformation. It was all about empowering their people and simplifying their processes, underpinned by a new digital platform. To do this successfully, it was imperative they had effective change management in place.

The Value Add and Outcomes The Darwin Programme was business‑led and people‑centred from the outset. Operational teams and leaders were actively involved in shaping the vision, design and deployment of change, ensuring ownership, readiness and adoption were built in, not added later. Change management was embedded into programme governance, with joint business and programme decision‑making at every stage. Releases were planned “Project One was the glue behind every controlled acquisition meeting and made sure everyone felt perfectly comfortable sharing their feedback in a respectful way across all the different departments that were part of this big project.” CEO

Aligned leadership and transparent governance Readiness decisions were taken jointly by programme and operational leadership: Go/no‑go decisions made with full visibility of impacts and risks Change impacts clearly communicated to leaders ahead of each release Business Acceptance Testing led by operational teams, alongside technical testing. This alignment built confidence, realism and resilience across leadership. Front‑line‑focused training and communications Training and communications were designed through the lens of front‑line teams: Detailed impact assessments completed before each release Training and communications shaped by operational teams and testers Face‑to‑face training delivered to retail, contact centre and back‑office teams. This ensured change felt relevant, practical and actionable. Sustaining and embedding change Embedding change continued well beyond go‑live: Operational SMEs supported testing, deployment and post‑go‑live coaching Continuous improvement built into the programme schedule Experiences from early use fed directly back into the solution. This ensured new ways of working became business as usual, not project artefacts.

around complete, usable business capability, combining technology,

processes, training and support so teams could operate effectively from day one. Operational teams played a central role in design, testing and readiness decisions, supported by targeted training and communications developed through a front‑line lens. The focus extended beyond go‑live, embedding continuous improvement and ensuring new ways of working became business‑as‑usual.

real change • real difference

Leadership capability development and succession planning

Our Approach Phase 1: Strengthening leadership today

The Outcome Leadership workshops aligned the Leadership Team around clear roles, shared priorities and a consistent narrative, improving focus and performance. Time spent together in a trusted environment strengthened relationships and cohesion, helping leaders better value different perspectives and operate more effectively as a team. Clear succession and contingency plans are now in place, reducing leadership risk and supporting retention and development of high‑potential future leaders. This is underpinned by data enabling targeted, tailored leadership development at an organisational level. A new Governance Framework has enabled stronger collective decision‑making and delegation, replacing an unsustainable model where decisions sat with a small number of individuals. Project One value add Embedded approach, grounded in deep understanding of the business and its people Bespoke, experience‑led solutions tailored to an emerging industry, delivered as part of Elgin’s team. Focused on building leadership capability and cohesion to create a foundation for growth. The leadership team was aligned around a shared vision, clarified roles in achieving it, and equipped with practical tools to operate as a high‑performing, trusted team. Phase 2: Building leaders for tomorrow Established a structured succession and talent approach to support future scale. Leadership capability was assessed against future needs, high‑potential individuals were identified, and targeted development put in place to strengthen succession, motivation and long‑term leadership capacity. Phase 3: Enabling delivery through governance and operating model Designed the future‑state target operating model and governance framework to support effective decision‑making, risk management and investor readiness. Change management focused on shifting behaviours towards clear decision‑making in the room, supported by structured engagement, test‑and‑learn and phased adoption. The scale of ambition, pace of growth and depth of leadership talent combined to deliver a transformational change programme critical to Elgin’s long‑term future.

The Challenge Elgin was scaling rapidly, standing up new services and capabilities alongside an aggressive growth and BAU agenda, driving significant change across organisational structures, roles, processes and skills. The senior leadership team, while highly capable, was heavily operationally focused and increasingly siloed, creating a need to shift towards more strategic, integrated leadership as the organisation expanded. Gaps in leadership capability, succession and cohesion emerged as material delivery risks. This challenge was intensified by preparations for Private Equity investment, increasing the need for robust governance, risk management and clearly evidenced leadership maturity. Elgin are a family-founded leading international solar company, designing and delivering projects across Europe and further afield, in Ireland, the United Kingdom, Australia and Germany. They have a vision to be the leading solar company, powering the world to a sustainable future.

“Project One embedded seamlessly into our organisation, taking the time to get to know key members of our team. During the project, they supported us to grow our business and our talent, by imparting knowledge and new processes to transition from a team of 30 to 200.” CEO

real change • real difference

We work at the top of your change and transformation programme

Programme Management: Translating your strategy into an executable portfolio and roadmap Mobilising and driving all moving parts of the resulting delivery Providing independent assurance to remain on-track Recovering programmes that are off-track. Change Management: Building a compelling case and a vision for the change Agreeing the impacts of change across the organisation Our people are highly experienced and laser focused on delivery. We cover the PPM, Change Management and PMO disciplines but are not limited to this. We have the maturity to understand what is required to deliver a programme successfully and the flexibility to do what is necessary.

Introducing Project One

The Project One Change Management approach is built on a simple principle: transformation delivers value when people understand it, believe in it and adopt it. Working customer-side in small, senior teams, we provide independent, expert leadership at the heart of complex programmes. We bring over 15 years’ experience, deep sector expertise and Financial Times-recognised credibility to drive change that lasts. We focus on what makes change stick: Leading from the top, with credibility and clarity Engaging people in a way that resonates Building capability, not dependency Driving adoption at pace, without losing value.

Planning and orchestrating the changes required Realising the benefits and embedding the change.

Programme Management Office: Defining the required governance and control processes Assessing maturity of existing capability Designing, building and implementing the controls Leading and running the Programme Management Office.

Defence

Recognised as a Top UK Consulting Firm for Change Management and PPM by Consultancy UK

Pharma

CPG

Energy

Aviation

Financial Services

Retail

Healthcare

real change • real difference

At Project One, we see Change Management as fundamental to the success of any transformation. Strategy, technology and operating models only deliver value when people understand the change, are supported through it, and adopt new ways of working with confidence. We work with leaders and transformation teams to strengthen the human side of change, providing clear direction, practical structure and informed challenge at the moments that matter most. Our approach focuses on enabling confident leadership, building organisational resilience, and ensuring change is embedded rather than periodically reintroduced. We operate as experienced change leaders, not additional layers of delivery, focusing on clarity over complexity, and insight over volume. Our insight here explains how world-class transformation starts with the right people, not just process, so that change is sustained.

real change • real difference

enquiries@projectone.com projectone.com

A simple next step

Are you confident that change will be adopted, not just delivered? Adoption risk is value risk. Our experienced change leaders help you explore risk exposure, leadership readiness and the conditions required for lasting outcomes. If you’d like to hear more, or simply need a sounding board, contact us on 01477 544 462 or email enquiries@projectone.com.

Page 1 Page 2-3 Page 4-5 Page 6-7 Page 8-9 Page 10-11 Page 12-13 Page 14-15 Page 16-17 Page 18-19 Page 20-21 Page 22-23

Made with FlippingBook - Share PDF online