Change management: Do your initiatives deliver value?

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Look at the complexity, scale and experience of change

Have you ensured that your organisation is ready for the changes a project will introduce? Are your governance tools up to date, are the right frameworks in place and is the organisational culture prepared?

If not, the aftermath of your projects may become slow and cumbersome – and you risk not achieving the intended return on your investment.

What is a change?

A change can be defined as an alteration of something that already exists. We often focus heavily on what is new. But change also involves ending something old. That is why we need to consider the complexity of the change, the scale of the change and the experience of the change.

How do you approach change management?

When change is introduced, it helps to understand what the change entails and how much impact it will have on the organisation. This forms the basis for engaging employees and preparing them for what lies ahead.

To gain that overview, start by understanding the complexity of the change. This should be assessed for each stakeholder group, guided by three questions:

How much is changing?
Is this an entirely new working environment with new procedures, or is it simply a new way of registering time? The more we change, the more engagement we typically need from users.
Which activities does the change require?
Does it call for a simple information email with a guide, or does it involve intensive multi‑day training in new workflows, safety equipment and participation in development workshops? The more activities involved, the more we must engage those affected.
Could the change cause unintended consequences?
Changes often have knock‑on effects on processes, people and structures that were not the direct focus of the initiative. Understanding this is a key part of risk assessment and project risk management.

Next, assess the scale of the change – that is, the percentage of the organisation or stakeholder group that will be affected.

Finally, uncover the experience of the change by considering:

The change environment:
How intensely will each stakeholder group be impacted? Look at both the duration and the volume of change. Spreading initiatives out may give people time to absorb change. Also consider whether synergies between initiatives can be created.
Organisational readiness:
Does the organisation have established and commonly used standards for handling change? Do key roles understand their responsibilities? A newly appointed manager, for example, will often need more support than an experienced one.
Change history:
Past change initiatives influence attitudes and willingness to change. If a previous project failed, you may face scepticism and a lack of belief in the new effort.

There are many methods and tools to assess and support change. What they have in common is that they help link the current state to the vision that needs to be brought to life.

It is also essential to continuously identify and evaluate which factors resist the change and which support it. Handling both sides is crucial for success.

Keep a broad perspective

Throughout the process, validate your assessments with central stakeholders. In practice, this means talking to a wide range of people in the organisation or asking middle managers and change agents to gather insights.

Often, certain groups or individuals need to change their viewpoint for the initiative to succeed. When that happens, the approach towards them must also be adapted. And simply showing genuine interest in those affected by change is, in itself, a small but effective change‑management action.