Change Practitioner Q&A Series: Fiona Johnson

In this Change Practitioner Q&A series we talk to change managers to ask them how they approach their work. This time we are talking to Fiona Johnson.

Change Compass: Hi Fiona, describe yourself in 3 sentences.

Fiona:
I’m a ‘seasoned” change practitioner who has survived many types of workplaces relatively unscathed ! Honestly, I could write a book about it.
I always try and see the positive aspects of any workplace and do my best to enhance and support the cultural norms AND keep a sense of humour.
I like to collaborate with professional and supportive team members and coach and mentor team members.

Change Compass: What has been the most challenging situation for you as a change practitioner? Tell us what happened and how you fared through it.

Fiona: I’ve had a lot of challenges, but I think the key is getting leaders to lead the change and supporting them.

I had an instance where I had to “sell” the benefits of change management to a very resistant Financial Controller. At the start of the project ( basically an operating model change) , he was totally focussed on the numbers and not the people and lacked the insight that change is always about people.

I had a team made up of business representatives and I set up regular fortnightly meetings to get his attention on issues we needed resolving and keep him up to date. I made the meetings short and sharp and each team members gave an update on the work they were doing to give them visibility. He realised the value of change management once the project delivered as that was when the gaps became evident. I think we were able to prepare him for the implementation but once the project wrapped up it was evident there was a lot of embedment activities not planned for and I think this would have caused more pain.

Although change initiatives are clearer now about the roles and responsibilities of the Sponsor and Business Owner, there is a still a reluctance amongst senior leaders to lead from the front in case it’s a failure and reflects negatively on them. I think this is an education piece and leaders need to trust change managers.

Change Compass: What are the most critical and most useful things to focus on when you first start on a project, and why.

Fiona: These tend to be the questions I focus on …
• What are the business drivers? Why? Because this helps form the narrative and links to strategy and then to the frontline – “What’s in it for me?”
• Who is the Sponsor and how actively engaged are they? They need to be involved and advocating throughout the project.
• How much funding is set aside for Change Management ? I’ve implemented change on a shoestring but its better if there is funding for communication and training as this indicates consideration for the recipients.
• What’s the organisations history of managing change – is there a “good” change example and what made it stand out, conversely what was a poor experience and what factors contributed to it ?
• What is the culture like ? Take note of employees’ surveys as they provide markers on morale and pain points.
• Finally identify a network of strong champions and advocates to help the change and provide them with the tools to do this.

Change Compass: As change practitioners we don’t often get to stick around to see the fruits of our labour, but from your experience what are the top factors in driving full change adoption?

Fiona: For me ….
• Understanding the future state and identifying existing organisation metrics that can monitor and measure, or if there are gaps, ensuring these are filled before the change.
• Handover to a committed business owner to manage and maintain momentum and who understands their role and responsibilities.
• Building governance structures to review and report on the changes to the Executives or using existing forums.
• Reporting and tracking are key but also other types of controls such as operating procedures and training.
• Involving other areas such as QA, Compliance, HR and Finance in the discussions relating to embedment

Change Compass: You’re known to be great at explaining complex changes to stakeholders. What’s your secret?

Fiona: I have the grandmother test … would your grandmother understand this?
Also, use basic communication rules such a targeting your audiences – there’s a difference between communicating to white collar and blue collar. Other tips include …
• Use storytelling and personas your audience can relate to
• Use your advocates and sponsors to spread the message.
• Keep it simple and use a variety of mediums

Change Compass: Great insights! Thanks Fiona!

Also check out our Change Practitioner Q&A with Alvaro Pacheco.

There is no singular change curve

by The Change Compass | Agile, Portfolio management

There is no change curve. A single change curve doesn’t exist in most organisations. The concept of a single change curve means you’re always looking at it from the myopic lens of a single project or a single change. If we adopt a humanistic and human-centred view, what we see is that at any one time there are likely multiple change curves happening, to the same person, the same team, the same organisation.

At any one time, an impacted stakeholder maybe undergoing the 3rd iteraction of changes in one project, whilst partially adopting the new behaviours of another project, whilst just learning about the details of yet another project. And it may not even be projects or programs. It could be smaller team-led continuous improvement initiatives.

The concept of Agile methodology has revolutionized the way organizations approach software development and project management. It emphasizes flexibility, adaptability, and continuous improvement. However, the frequent introduction of multiple Agile changes within an organization can lead to multiple ‘S’ curves, which can result in several challenges related to adoption and business performance and capacity.

Multiple S curves refer to the continuous introduction of new Agile changes, each of which leads to a new adoption process and a corresponding performance improvement. This results in a series of S-shaped curves, each representing a different stage of the Agile adoption process.

The S curve is assuming that all of the changes are well implemented with good people experiences. The initial curve shows the slowness of the change adoption in the beginning, followed by a faster change adoption process, and finally capering off.

However, when the change is not well implemented due to various reasons the experience can be more like a V curve, where the experience and performance dips down into the ‘valley of despair’, followed by a ramp-up of improving experiences and change adoption.

The introduction of multiple Agile changes within an organization can lead to several challenges related to adoption and business performance and capacity. Firstly, continuous change can lead to confusion and uncertainty among employees. It can be difficult for employees to keep up with the latest changes and understand how they should adjust their work processes accordingly. This can result in decreased productivity and morale among employees.

Moreover, frequent changes can also result in increased cognitive strain and workload for employees. They may need to continuously learn new processes and techniques, leading to burnout and decreased job satisfaction.

Another challenge of having multiple Agile changes is that it can lead to decreased consistency in processes and outcomes. Each change may result in different outcomes and different ways of working, making it difficult to standardize and measure performance. This can result in a lack of accountability and a decrease in the organization’s overall efficiency.

In addition to the challenges related to adoption and performance, multiple Agile changes can also result in a decreased business capacity. The frequent changes can disrupt established workflows, making it difficult for teams to complete projects in a timely manner. This can lead to decreased project velocity and increased project risk, making it challenging for the organization to meet its goals and objectives.

So, while Agile methodology is a powerful tool for organizations, the frequent introduction of multiple Agile changes can result in several challenges related to adoption, performance, and capacity. To mitigate these challenges, organizations should take a strategic approach to Agile adoption, ensuring that changes are well-planned, communicated effectively, and implemented in a controlled manner. By doing so, organizations can ensure that the benefits of Agile methodology are realized while minimizing the risks associated with multiple changes.

To truly manage the multiple change curves, data is key. Without understanding which change curves are happening at what time it is not possible to manage change holistically. With data, you can easily drill into what is happening when, to whom, to what extent, and in what way. It is only with data that we can effectively orchestrate change across the board.

If you are going on a journey to capture change impacts across the organisation, be aware of how you are capturing the data so that you are truly addressing business issues critical to the organisation. For example:

Ensure that the data captured can be easily formatted and visualised to support a range of business decision-making contexts without too much manual work. The more manual the set up of the data is, the more time and effort it requires to answer the various data cuts that stakeholders may be needing
Balancing critical data points required versus having too many data fields and therefore too Cumberland and difficult to capture the data. The more data you are required to collect, the more complex the process is for those whom you are collecting the data from
Thanks to the nature of agile projects, the data will change constantly. The tracking of constantly changing change data is critical. However, it should also be easy and quick to update the data
Organisations under changes will invariably have changes in organisational structures, teams or roles. Ensure that your data-capturing process makes it easy to update the structure as they change.

Have a chat with us to understand more about how to leverage digital solutions to multiple change impacts across the organisation, and how to leverage AI and automation to make your lives easier in leveraging a data platform to make critical business decisions using change impact data.

So next time you talk about THE change curve, just be aware that you’re likely not adopting a people-centric view of change. You may want to look more holistically at what your impacted stakeholders are undergoing or about to undergo. Adopt a holistic mindset of what impacted stakeholders are going through as you plan out your change approach.

If you’re interested in exploring more about managing agile changes check out the following:

How to deliver constant changes as a part of agile change management

As a change manager how do I improve my company’s agility

Agile change playbook series

Designing a Change Adoption Dashboard: A Guide for Change Managers

by The Change Compass | Change Measurement

good change adoption dashboard can make or break the full benefit realization of a change initiative. It captures the essence of what stakeholders need to focus on to drive full change adoption. This visual representation of the status and progress of a change initiative provides real-time data and insights into how well-impacted employees are adopting the change and what steps can be taken to improve adoption rates. In this article, we will outline the steps for designing an effective change adoption dashboard.

Change adoption is often only measured toward the end of a change initiative. This is a mistake since the adoption journey can start as early as the project commencement, or when stakeholders start hearing about the initiative. At a minimum, change adoption should be defined and agreed upon before significant change impact happens. If you are implementing a system this will be well before the system go-live.

These are the key steps in building a great change project adoption dashboard.

Step 1: Define the Objectives of the Change Initiative

The first step in designing a change adoption dashboard is to clearly define the objectives of the change initiative. This includes understanding what the change is, what it aims to achieve, and what the desired outcomes are. Understanding the objectives of the change initiative is critical to defining the metrics that will be used to measure adoption and success.

If your initiative has a long list of objectives, be careful not to be tempted to start incorporating all of these into your dashboard. Your task is to pin down the most critical change management objectives that must be met in order for the initiative to be successful. If you are really struggling with how many objectives you should focus on, aim for the top three.

Step 2: Identify Key Metrics

Once the objectives of the change initiative have been defined, the next step is to identify the key metrics that will be used to measure adoption and success. These metrics should be directly tied to the objectives of the change initiative and should provide actionable insights into the progress and success of the change.

Some examples of metrics that can be used to measure change adoption include:

1. Stakeholder engagement levels (depending on your stakeholder impacts these could be customer, employee or partners)

2. Stakeholder engagement levels (depending on your stakeholder impacts these could be customer, employee or partners)

3. User adoption rates

4. Process improvement metrics

5. Time to adoption

6. Feedback from employees

The key is to locate the few metrics that will form the core of what full change adoption means. As a general rule, this often means a behaviour change of some kind. Here are some examples.

1. If the goal is changing a business process from A to B. Then you are looking for employees to start following the new process B. Then, identify the core behaviours that mean following process B.

2. If the goal is to start using a new system, then you would focus on system usage. Also focus on tracking any workarounds that employees may resort to in order not to use the system.

3. If the goal is to improve customer conversations, then you would focus on the quality of those conversations using key indicators. This may involve call listening or customer satisfaction ratings.

Again, ensure you are not over-extending yourself by picking too many metrics. The more there is, the more work there is. Having too many metrics also lead to attention dilution, and you start to loose stakeholder focus on the more critical metrics compared to less critical ones.

In the group of metrics you’ve chosen, if there is no behaviour measure then it is likely you may have missed the most critical element of change adoption. In most cases, behaviour change metric is essential for any change adoption dashboard.

If your change process involves too many behaviour steps, then focus on ones that are easier to track and report on. In a system implementation project, they could be system usage reports or login frequency.

**Examples of target behaviours as a part of behaviour change**

Step 3: Choose the Right Visualization Techniques

The next step in designing a change adoption dashboard is to choose the right visualization techniques. The visualizations should be chosen based on the data that needs to be displayed and the insights that need to be gained. Some examples of visualization techniques that can be used include:

Bar graphs: to display changes in metrics over time

Pie charts: to display the distribution of data

Line charts: to display changes in metrics over time

Heat maps: to display the distribution of data on a map

Selection of charts can be technical, and your goal is always to choose the right type of chart to make it easier for the audience to understand and interpret. Minimise on having too many colors since this can be distracting and overwhelming. Use colours carefully and only to show a particular point or to highlight a finding. Choosing the wrong chart can mean more questions than answers for your stakeholders, so choose carefully.

Visit our article ‘Making Impact with Change Management Charts’ to learn more about data visualisation techniques.

Beyond just having a collection of charts, modern dashboards have a mixture of different types of visuals to aid easy stakeholder understanding. For example, you could have different data ‘tiles’ that show key figures or trends. You may also want to incorporate key text descriptions of findings or trends in your dashboard. Having a mixture of different types of information can help your stakeholders greatly and avoid data saturation.

**Example of chart styles from The Change Compass**

Step 4: Design the Dashboard

Once the objectives, metrics, and visualization techniques have been defined, the next step is to design the dashboard. The design should be intuitive and user-friendly, with the ability to drill down into the data to gain deeper insights. The dashboard should also be accessible to all stakeholders, including employees, managers, and executives.

Data visualisation is a discipline in itself. For a general overview and key tips on chart design and selection visit our article to learn more about data visualisation techniques.

To reduce manual work in constantly updating and producing the dashboard for your stakeholders think about leveraging technical solutions to do this for you. A common approach is to use excel spreadsheet and PowerBI. This may be feasible for some, but it often involves using a PowerBI expert (which may come at a cost), and any time you want to change the dashboard you need to loop back the expert to do it for you.

The Change Compass has incorporated powerful and intuitive dashboarding and charting features so that you do not need to be an expert to create a dashboard. Reference our templates as examples and create your own dashboard with a few clicks.

**An Example of a Change Adoption Dashboard from The Change Compass**

Step 5: Test and Refine the Dashboard

The final step in designing a change adoption dashboard is to test and refine it. This includes testing the dashboard with a small group of stakeholders and getting their feedback. Based on their feedback, the dashboard can be refined and improved until it provides the insights and data that stakeholders need to drive change adoption.

A key part of this step is testing any automation process in dashboard generation. Is the data accurate? Is it recent and updated? What operating rhythms do you need to have in place to ensure that the process flows smoothly, and that you get the dashboard produced every week/month/quarter?

Step 6: Continuously Monitor and Update the Dashboard

It is important to continuously monitor the change adoption dashboard and update it regularly. This will help to ensure that the dashboard remains relevant and provides the most up-to-date information on the progress of the change initiative.

The reality is that stakeholders will very likely get bored with the same dashboard time and time again. They will likely suggest changes and amendments from time to time. Anticipate this and proactively improve your dashboard. Does it drive the right stakeholder focus and conversation? If not, tweak it.

Good stakeholder conversations mean that your stakeholders are getting to the roots of why the change is or is not taking place. The data presented prompts the constant focus and avoids diversion in that focus. This is also a journey for your key stakeholders to find meaning in what it takes to lead the change and reinforce the change to get business results.

Summary

Designing an effective change adoption dashboard is a critical step in ensuring the success of change initiatives. By providing real-time data and insights into how well employees are adopting the change, a change adoption dashboard can help key stakeholders make informed decisions and take action to improve adoption rates. Ultimately it is about achieving the full initiative benefits targeted. By following the steps outlined in this article, change managers can design a change adoption dashboard that provides the insights they need to drive change adoption.

Building and executing a change adoption dashboard can be a manually intensive and time consuming exercise. Leverage technology tools that incorporates automation and AI. You will find that this can significantly increase the speed in which you are able to execute on not just the change dashboard, but driving the overall change delivery. For example, you can leverage out-of-the-box features such as forecasting and natural language query to save significant time and effort.

Have a chat to us about what options there are to help you do this.

Chat with us about automating dashboards

Four Chinese New Year customs you can adopt to improve your change outcome

by The Change Compass | Change approach

It is the year of rabbit in the Chinese New Year of 2023. A quarter of the world’s population celebrates this. It is also the first year that a lot of countries are emerging from Covid and where there are little or no restrictions on travel and movement. People are travelling again and taking vacations. There is optimism in the air. Optimism that hopefully, the year brings better luck in health and economy for people a new year with hopefully less change and fewer disruptions.

With any Chinese New Year, there is a set of traditional customs that accompany the new year. These customs have developed over the years as people gather to pray, to gather, to celebrate, and to make wishes for the new year. For example, the customs of a family getting together to clean their house, having dinner, and staying u late on New Year’s Eve were formed in the Wei and Jin dynasties (220-420 AD). From the Tang dynasty (618-907 AD) entertainment formed including as firecrackers, dragon and lion dances, and lantern shows.

These customs have been formed to welcome the new and the good and remove the bad and the old. It helps to gear the families and communities to bring positivity in facing the new year. These rituals help people focus on the milestone and use it as an opportunity to reset and renew.

In running change projects, we also need to re-gear ourselves for the new year so that we ourselves are in the right head space and outlook to drive successful change in the new year. How might we do this? Chinese new year customs offer some useful suggestions.

Tip 1 – Getting the house in order

To prepare for the new year the Chinese clean their houses and surrounding areas as a symbol of sweeping out any misfortune and traces of bad luck. This is aimed to rid the house of back luck and misfortune of the past to open up the spaces for all that is new, including good luck.

Change practitioners should also follow suit to ensure that their change initiative is set up for success. Keeping the ‘house in order’ means:

Ensuring the documentation and data are optimised, easy to access, orderly, and can meet audit requirements.
Access to files is well organised and appropriate. Roles that no longer require access may need permission updates
The change team resourcing is optimised. Is there sufficient change resources to meet project requirements for the new year? How can resourcing be optimised? If the change management stream was asked to cut costs, what would be items to consider?

Tip 2: Visiting relatives and friends – or stakeholders

Another Chinese New Year custom is to visit friends and relatives. This is a way for people to bring good wishes to each other. Often these visits involve bringing gifts such as fruit and local products.

Change practitioners should begin the new year by meeting with various stakeholder groups. Bring positive thoughts and wishes to your meetings. Re-connect with your stakeholder groups to find out how their holiday period fared. This may be one of those few opportunities during the year where you’re able to connect to your stakeholders at a personal level by understanding more about their families (whatever form the family may consist of).

When you re-connect with your stakeholder groups, think about:

What are the new or changing needs of your stakeholders in the new year?
Which stakeholders do you need to spend more or less time with as a result of your experience last year?
Where are your stakeholders along the change journey? What else could help to speed up their adoption of the change?
What communication, engagement, and learning needs have worked well or not so well with them?

Tip 3: Setting off firecrackers and fireworks – or re-highlighting the change

In the Chinese New Year, the firecrackers and fireworks are to create a festive atmosphere to welcome the new year. It is about creating the right environment.

In a similar way, change practitioners need to think about how to open the new year with a bang to re-orient their stakeholders to focus on the change. This does not mean setting off fireworks literally. But it means being clear about what communications and engagement tactics might be needed to create the right environment for people to focus on the change in the new year.

It may not need to be a communications campaign. Some ideas of what may work in organisations to draw attention to re-orientate back to the focus on the change:

An interview with the project sponsor
Town hall session
A social lunch or drinks session
Posters and cards
Emails about the focus for the year
Show-and-tell session about the holiday period

Tip 4: New year’s shopping – or update

People buy food and gifts for Chinese New Year for friends and family to celebrate the fresh new year. This also includes wearing new clothes as a symbol of good health and prosperity for the new year.

In a similar vein, change practitioners should think about what reset or update is needed for the new year. What has been learned from the past year which can be applied in the new year? Does the change approach need to be adjusted or tweaked for the new year?

What aspects of the change needs to be updated for the new year?

These might include such as:

New survey format or tool to allow the project to easily design conditional questioning to probe deeper into potential change readiness and change adoption blockers
Change messaging or positioning that may need to be tweaked to better resonate with particular stakeholder groups. Look at the data in terms of feedback, click rates, or viewership rate of communication materials as evidence
Change measurement system may need to be tweaked. Are you able to collect the right type and level of data to make critical change decisions? How should measures be altered accordingly to better suit the demands of the new year?
Leverage AI and automation to work more productively and deliver more value. There is ChatGPT which is wildly talked about that can uses to write content for all types of purposes. The Change Compass also offers a range of automation and AI tools to make your lives easier in delivering change

These are some of the ways in which change practitioners can practice traditional Chinese New Year’s customs and rituals and apply them to their projects. Customs have been formed over hundreds of years and exist to mark milestones collectively for people. They help gear us for the new year, to be better prepared, and to be in the right mindset. Moreover, they help us to have the capacity to be optimistic. Through optimism, we can welcome the new year with intentions toward successful change.

Change practitioner Q&A series: Alvaro Pacheco

by The Change Compass | Designing change

In this Change Practitioner Q&A Series we interview change practitioners to find out more about how they approach their work.

A bit about Alvaro …

Alvaro is a change and program management professional, with experience in diverse industries, from Energy & Utilities, Education, Tech, Professional services, and Financial Services. He has worked across programs in transformation, technology, restructures, risk, regulatory, and culture.

Change Compass: Hi Alvaro, describe yourself in 3 sentences

Alvaro:

Personally, I tend to be cheerful and optimistic.

Professionally, I’m quite driven. I love to play a big part in complex pieces of work, being accountable for end-to-end delivery.

I like to “zoom in and out”. Diving into particular task detail, and also being clear of its value in the organisation, community, and society as a whole.

Change Compass: What has been the most challenging situation for you as a change practitioner? Tell us what happened and how you fared through it.

Alvaro:

The evolving nature of the change role and therefore the expectation on me as a practitioner. The definition of “change practitioner” is subjective across industries, teams, and projects; and thus, the “role” is not necessarily tied to a “title”. I’ve experienced this multiple times on projects.

Consider the overlap between the change analyst and business analyst roles, or between a change manager and a project manager. Since change management is not an isolated function, but rather is embedded across various teams, roles, activities, and artefacts (e.g., implementation plan), it’s not always easy to clarify roles and responsibilities. And this overlapping becomes more blurred when you add Agile ways of working/methodologies, product management, human-centred design, etc, which reminds me of The Change Compass articles on the role of Change Management in Agile.

These situations may be problematic if people in the team believe change management is an isolated function, or limit the practitioner to a particular methodology, potentially leading to “step on toes” situations – which I’m sure your readers are familiar with.

To overcome this, in the short term, I’ve spent time ensuring clarity of roles and responsibilities. Sometimes, this requires peer education on what change management is, which might even lead to some tough conversations. However, we should at least try to agree on common ground.

In the long-term (and I think we are heading there), industries, communities of practice, and professionals overall should move away from resourcing based on “titles” to evaluating “skills”. For example, rather than requesting a PM and a Change Lead, let’s think about the skills required for the management of such a piece vs the volume of expected effort.

Change Compass: What are the most critical and most useful things to focus on when you first start on a project, and why.

Alvaro:
I would say three things:

1) Data: From PMO/CMO, find out about the product, service, and industry… but to start, obtain an employee list with information on location, business areas, and roles. This will allow you to dissect the organisation to understand the complexity of each area, and how to best plan your engagement. All you need is the basic understanding of organisational design, and pivot table skills.

2) Governance: Change professionals are usually not accountable for this, but we should definitely be a part of it. It makes a difference when roles and responsibilities (from business sponsor to the intern), communication, and approval channels are clear. This includes agreed ways of working. I don’t mean unnecessary formal documentation or undesired and draining team-building workshops. A visual representation (accessible for contributors) with one or two conversations should suffice.

3) Project documentation as a product: Clear, honest, diligent, and accessible documentation on what you are working on, feeling comfortable to disclose the work in progress. If you treat your project documentation as a great product for your stakeholders (from the beginning), you’ll save a lot of time for them and yourself (and they will love you for it).

TIP: Look at the collaboration tools at the company. Some are better than others, I strongly recommend Confluence.

Change Compass: As change practitioners, we don’t often get to stick around to see the fruits of our labour, but from your experience what are the top factors in driving full change adoption?

Alvaro:

Discuss with your team and business owners the expected adoption and embedment outcomes from the beginning, including how they will be measured.

Include a decent timeframe within the implementation plan for adoption and embedment work (before and after Go Live). Do not squeeze this within “hyper-care”.

Understand the embedment systems at the organisation (if any). This may include existing forums, regular surveys, champions, and team leader/supervisor conversations within the business. Instead of creating “new” sessions, you can agree with the business to leverage these.

Adoption & embedment documentation tends to be a “tick the box” exercise. Those supervising change within organisations need to be more outcome-oriented, rather than auditors (checking if the change manager completed “x” or “y” artefact). This will promote a focus on the quality of delivery, over a focus on the completion of documentation. For change managers, it means moving from “I’ve done the embedment plan” to “I’ve co-designed an embedment plan with the stakeholders”.

Change Compass: You’ve been known as great at managing tough stakeholders. What’s your secret?

Alvaro:

The honest yet boring side of it is that I actually enjoy conflict resolution. Years back, I used to work at a restaurant and my peers would always ask me to resolve a situation with a tough customer. It doesn’t sound like helpful advice, right? Well, I guess my take is: practice conflict resolution! You may understand it but it gets better with experience. Other things are:

• Empathy: You never talk to a “title” (e.g., Executive Manager), they are a person, with a life behind their job.
• Transparency: Don’t play politics… it’s 2022 at the time of this article. Be yourself and say what and how things are.
• Vulnerability: Geez! This one is so important. Admitting you (or what you represent) might be wrong (or can be better) is extremely powerful. Build trust by being human.

Change Compass: If you could alter the change management practice for the better, what would you want to see happen?

Alvaro:

I would love to see a focus on skills, not titles or fixed “change methodologies”. This also includes seeing change as embedded across roles, artifacts, and activities, not as an isolated function.

Skills for a change practitioner must include strong project management, as well as data analysis to drive decisions in engagement, overall timing, and measurement. This includes companies using integrated tools to understand change across the organisation, as well as change practitioners understanding how to leverage them.

Finally, change management institutions and communities of practice must push to better integrate change management within project management methodologies. For example, as part of Prince 2 or Safe Scrum. There’s no need for a “change role”, but many aspects are missed (or unclear).

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