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.”
8
9
real change • real difference
Made with FlippingBook - Share PDF online