Many parts of the world are starting to brace for economic down turn. The Wall Street Journal and lots of publications talk of recession for the US. Some industries such as technology firms have already started cutting back staff. Real estate prices have been dropping. We are still struggling with inflation. The writing is on the wall.
As companies start to tighten their belt expenditures project investment is the first to come under fire. Project and initiative investments are naturally reviewed, consolidated, and cut to try and save money. Large companies typically invest millions to billions to execute their strategy, maintain competitiveness, and improve business effectiveness. Typical cuts in the project world translate to cutting project funding which means that change practitioners like other project professionals may be in the firing line.
As companies start to focus on the critical operations of the business the frequent question that gets asked is “what is the value of change management?”. “Can we save cost by cutting change management?”. Managers would already have a preconception of the value of change management when making this decision.
The challenge then becomes ‘what is ultimately the ‘proof’ of the value of implementing effective change?’ Many will argue that it is that employees are more engaged, managers are communicating the right messages, that employees have the right skills, and that they feel that they are ready for the change. However, ultimately, a project has a set of benefits it is targeted to achieve and the question then becomes what ‘proof’ is that the benefits have been achieved.
For a lot of the work that change practitioners are involved in, the ‘proof’ is the change in the behaviours from A to B. For example, adopting different conversations with the customer, operating a different system, selling a new product, reporting on incidents, following the required steps in completing a form, etc. Ultimately the change in the behaviour results in the targeted benefits being achieved whether it is improved customer experience, cost savings, efficiency in operating a system, or generating greater insights through new data.
What are some of the ways to demonstrate that we are setting the course for ultimate behaviour realisation?
Clear identification of core behaviours
To be able to implement behaviour change we need to know what behaviours we are focused on changing. The trick is not to try and come up with an exhaustive list of all the various types of behaviours that need to take place in the end state. Instead, focus on the core behaviours that will make the most differences in achieving the ultimate benefit.
For example, what are the core 2-3 behaviours that leaders need to display in the end state to ensure those insights are captured and utilised to make better business decisions? It could be being confident in interpreting the data and using any system prompts as required, highlighting the insight generated in planning meetings, and using the insight to make better decisions that result in a better outcome for the organisation.
Measurement
Behaviour realisation need to be measured and as we all know since “what get’s measured get’s managed”. Behaviours may be measured based on a survey, observation, system reports, etc.
Ongoing tracking
In order to successfully embed the new behaviour into business-as-usual ongoing tracking is required. Tracking ensures that the status of the behaviour change becomes visible and therefore becomes a goal to be focused on.
Tracking does not need to be cumbersome and overbearing. It could be as simple as incorporating the reporting into an existing weekly team meeting or a monthly planning meeting. It could also be a system-generated report that is sent to managers.
Our ultimate challenge as change practitioners in driving behaviour changes becomes even more crucial during these difficult financial times. We need to constantly demonstrate how our work directly links to benefit realisation. This may require stakeholder education. Are your stakeholders clear in terms of the importance of behaviours in reaching the benefits? Do they understand the design that has been in place to drive impacted groups toward the end state?
Most change programmes are built around a single implementation plan. The team agrees on a timeline, designs the training and communication approach around it, and executes. When reality diverges from the plan — and it usually does — the response is reactive: escalations, emergency rescheduling, scope cuts under pressure. The alternative is scenario planning: building multiple plausible futures into the programme design before commitment, so that when conditions shift, there is already a prepared response rather than an improvised one.
Scenario planning originated in military strategy and was adapted for business by Shell in the 1970s, where it helped the company anticipate the 1973 oil crisis and respond more effectively than competitors who had planned for a single future. In change management, the same logic applies. The organisations that navigate disruption well are rarely those that predicted the exact form it would take. They are those that had considered a range of possibilities and knew in advance how they would respond to each.
This article explains how to apply scenario planning specifically to change management and organisational transformation, with practical frameworks and examples.
Why single-path change planning fails under disruption
The fundamental problem with single-path planning is that it treats uncertainty as a temporary state that will resolve into a known future. In practice, the conditions affecting a change programme — stakeholder alignment, external environment, organisational capacity, technology stability — are genuinely uncertain throughout delivery. A change plan built on a single set of assumptions becomes increasingly unreliable as those assumptions are tested by events.
Research published in Harvard Business Review on risk management in complex programmes found that the most common cause of large-scale programme failures was not technical problems but planning rigidity: the inability to adjust when the programme environment changed in ways that had not been anticipated. Scenario planning addresses this by explicitly building in anticipated variation and pre-designing responses to it.
In change management specifically, the variables most likely to invalidate a single-path plan are: stakeholder readiness (whether affected groups are prepared to adopt at the planned pace), external disruption (regulatory changes, market events, or organisational crises that shift priorities), and change capacity (whether the organisation’s ability to absorb change remains constant across the programme timeline). All three are highly variable and largely outside the programme team’s control. Scenario planning is the mechanism for managing this variability deliberately.
The four-step scenario planning framework for change
Applying scenario planning to change management does not require a dedicated strategy team or elaborate modelling tools. The core process is straightforward and can be conducted in a facilitated workshop with the programme leadership team.
Step 1: Identify the critical uncertainties
Begin by identifying the two or three variables that are most uncertain and most consequential for the programme’s success. These are different from risks — risks are known negative events with probabilities attached. Uncertainties are genuinely unknown: you do not know whether they will materialise, and if they do, in what form. For most change programmes, the most significant uncertainties fall into two categories:
Stakeholder readiness and acceptance: Will the affected groups be ready and willing to adopt at the planned pace, or will resistance, capacity constraints, or comprehension gaps slow adoption?
External environment stability: Will the broader organisational and market context remain stable enough to support the planned timeline, or will competing priorities, regulatory changes, or external disruption force reprioritisation?
Step 2: Build the scenario matrix
Take the two most critical uncertainties and treat each as an axis, with two poles (high/low, favourable/unfavourable). This creates a 2×2 matrix with four distinct scenarios — four plausible futures for the programme. Each quadrant represents a coherent combination of conditions:
Scenario A (benefit achievement): High stakeholder readiness, stable environment. The programme proceeds broadly as planned, with good adoption and manageable issues.
Scenario B (adoption laggard): Low stakeholder readiness, stable environment. The technology or process change lands on time but adoption is slow. Benefits are delayed.
Scenario C (external disruption): High stakeholder readiness, unstable environment. People are ready but external events force timeline or scope changes.
Scenario D (compounded challenge): Low readiness, unstable environment. The most demanding scenario, requiring significant replanning and stakeholder intervention.
Step 3: Develop response strategies for each scenario
For each scenario, define in advance: what early signals would indicate you are moving toward this scenario, what the adapted change approach would look like, and what decisions would need to be made. This is the step most scenario planning exercises skip, and it is the most valuable. Having a pre-designed response to Scenario B (adoption laggard) means that when the early signals appear — lower-than-expected training engagement, manager feedback suggesting confusion, delays in process sign-off — the change team can activate the prepared response rather than entering a reactive planning cycle.
McKinsey’s guidance on scenario planning emphasises that the value of scenario planning is not prediction but preparation: building the decision-making capacity to respond effectively when conditions shift, regardless of which scenario materialises.
Step 4: Define the monitoring and trigger points
Scenario planning is only useful if the programme team is actively monitoring for the early signals that indicate which scenario is developing. Define specific, observable indicators for each scenario and assign responsibility for monitoring them. Build a regular review point into programme governance — typically monthly — where the team assesses which scenario the programme is tracking toward and whether a response strategy needs to be activated.
Applying scenario planning to specific change contexts
Technology transformation programmes
Technology transformations are particularly vulnerable to single-path planning failures because they combine technical uncertainty (the system may not perform as specified) with human uncertainty (users may not adopt as planned). The most common failure mode is a technically successful go-live followed by poor adoption: the system works but people do not use it correctly, resulting in data quality problems, workarounds, and delayed benefits realisation.
Scenario planning for a technology transformation should explicitly include an adoption laggard scenario and pre-design the hypercare and remediation approach for that eventuality. This means having additional training resources, business process specialists, and floor-walking support ready to deploy if early adoption indicators fall below threshold — rather than trying to mobilise these resources reactively after the adoption problem has already been identified in a post-implementation review.
Organisational restructures
Restructures are the change context where external disruption scenarios are most consequential. A restructure announced in one set of market conditions may need to be significantly modified if those conditions change during implementation. Key leadership departures, regulatory interventions, or sudden competitive pressure can shift the rationale for the restructure in ways that require mid-programme replanning.
Scenario planning for a restructure should include explicit consideration of what triggers would cause the programme team to recommend pausing, accelerating, or descoping, and what the communication approach would be for each of those decisions. Having this pre-designed does not commit the organisation to a particular course of action, but it means that when the decision point arrives, the governance forum has a framework for making it rather than starting from scratch.
Using portfolio data to inform scenario assumptions
One of the most common weaknesses in change scenario planning is that the scenarios are built on qualitative assumptions rather than evidence. The stakeholder readiness axis, for example, is often defined by the programme sponsor’s optimism rather than by any objective data on the affected groups’ current change load, recent adoption history, or capacity.
Platforms like The Change Compass provide the portfolio-level change impact data that makes scenario assumptions evidence-based. By showing the cumulative change load on the groups most affected by a programme, alongside their adoption performance on recent changes, the platform provides a factual baseline for scenario planning: whether the adoption laggard scenario is a theoretical possibility or a near-certainty based on current capacity data. This data-grounded approach makes scenario planning significantly more useful to governance forums that are accustomed to making decisions based on evidence rather than professional intuition.
The organisations that get the most value from scenario planning are those that build it into their standard programme governance rather than treating it as an ad hoc exercise for high-risk programmes. When scenario planning is a standard agenda item in programme initiation — alongside the business case, risk register, and change impact assessment — it becomes a normal part of how the organisation thinks about change, not an exceptional response to exceptional circumstances.
Prosci’s best practice research on change management maturity consistently identifies proactive planning — including contingency planning and scenario development — as a hallmark of high-maturity change organisations. The investment in scenario planning at the outset of a programme is consistently lower than the cost of reactive replanning mid-delivery when the single-path plan breaks down.
Frequently asked questions
What is scenario planning in change management?
Scenario planning in change management is the practice of developing multiple plausible futures for a change programme and pre-designing response strategies for each, rather than building a single implementation plan. It is particularly valuable in complex or uncertain environments where stakeholder readiness, external disruption, or organisational capacity are likely to vary from initial assumptions.
How is scenario planning different from risk management?
Risk management focuses on known negative events and their probabilities. Scenario planning addresses genuine uncertainty — situations where you do not know whether a condition will materialise or what form it will take. Scenario planning is not about listing what might go wrong but about mapping the range of possible futures and preparing considered responses to each, including positive scenarios as well as challenging ones.
How many scenarios should a change programme develop?
Most change programmes benefit from four scenarios, built from a 2×2 matrix of the two most critical uncertainties. This number is practical for governance forums to understand and monitor. Fewer than four scenarios tends to collapse into a best-case/worst-case binary, which loses the nuance of the most common middle-ground situations. More than four scenarios tends to create analysis paralysis without proportionate benefit.
When in the programme lifecycle should scenario planning happen?
Scenario planning is most valuable at programme initiation, when options are still open and response strategies can be genuinely built into the programme design. It should be reviewed at major milestone points — typically at the end of each phase — to assess whether conditions have shifted and whether the programme is tracking toward a different scenario than initially anticipated. A rapid scenario review should also be triggered whenever a significant external disruption occurs that could affect the programme.
References
Harvard Business Review, “Managing Risks: A New Framework”
Change heatmaps have become the default measurement tool for change management practitioners across organisations of every size. They make volume visible – you can see at a glance which business units are touched by how many initiatives in any given month. That visibility is genuinely useful. But a heatmap represents only one dimension of a complex change landscape, and when organisations treat it as the primary, or worse the only, measurement instrument, they are navigating with an incomplete map. Volume without context tells you that a team is busy; it does not tell you whether that team is saturated, recovering, or approaching the threshold beyond which performance will deteriorate.
The good news is that there are five measurable, actionable ways to move beyond heatmaps toward a more sophisticated change measurement approach – one that gives leaders the full picture they need to make confident portfolio decisions. Each of these five ways builds on the heatmap foundation rather than replacing it, adding layers of insight that transform raw volume data into strategic intelligence. The video below walks through each of these five ways in depth, drawing on practical examples from organisations that have made this journey.
Why heatmaps alone are insufficient
The appeal of the change heatmap is its simplicity. A colour scale from green to red, a grid of business units against a timeline, and suddenly the entire portfolio is visible on a single page. For organisations just beginning to manage change at a portfolio level, that visibility is a genuine step forward. The problem is not the heatmap itself – it is the assumption that presence equals impact. A heatmap shows that a change is happening to a particular group of people in a particular period. It does not show how much adaptation that change requires, how quickly the group can absorb it, or whether the accumulated load is approaching the point of failure.
Research from McKinsey has consistently found that large-scale transformation programmes fail at a high rate, with organisational fatigue and change overload among the most commonly cited root causes (McKinsey, “Losing from Day One”). A heatmap can show you that a transformation is in flight; it cannot show you whether the people carrying it are already running at capacity from the five other initiatives that appear alongside it on the same grid. That distinction matters enormously for sequencing, resourcing, and governance decisions. The five ways below are designed to close that gap.
Way 1 – Weight impacts by intensity, not just presence
The most immediate limitation of a standard heatmap is that it treats all changes as equal. A global enterprise resource planning migration sits in the same coloured cell as a minor update to an approval form. Both show up as a mark in the grid, but the adaptation burden they place on employees is orders of magnitude apart. The first requires people to learn new systems, change long-established workflows, and often restructure how entire functions operate. The second takes an afternoon to understand. Treating them identically in your measurement framework produces a picture that is technically accurate but practically misleading.
The solution is to introduce impact weighting – scoring each change not simply on whether it touches a group, but on how deeply it requires that group to change their knowledge, capability, and behaviour. The Prosci ADKAR model offers a practical framework for this: changes that require significant shifts in Awareness, Desire, Knowledge, Ability, and Reinforcement carry a substantially higher adaptation burden than those requiring only one or two of those dimensions. A system migration typically demands all five. A process clarification might only require updated Knowledge. When you weight your heatmap data by ADKAR-dimension intensity, the saturation picture that emerges is dramatically more accurate. High-intensity changes show up with proportionally greater weight, allowing you to identify genuine saturation risk even in periods when the raw count of initiatives looks manageable.
Way 2 – Measure the pace of change, not just volume
Volume measurement captures how many changes are in flight at any point in time. Pace measurement captures something different and arguably more important: the interval between significant changes, and whether employees have enough time to stabilise before the next major disruption arrives. A heatmap that shows three major initiatives across a twelve-month period might look manageable – until you realise that all three land in the same six-week window, followed by six months of relative quiet. The volume is moderate, but the pace is brutal.
Human beings need time to consolidate change. Neurologically and psychologically, the process of embedding new behaviours and workflows requires a period of reduced pressure during which the new way of working becomes habitual rather than effortful. When the next significant change arrives before that consolidation has occurred, people are being asked to adapt from a position of instability rather than a position of readiness. Harvard Business Review research on change fatigue identifies precisely this dynamic – it is not just the number of changes that exhausts people, but the relentlessness of the pace. Measuring recovery windows between significant change events, and building those windows explicitly into your portfolio calendar, is one of the highest-leverage actions a change practitioner can take. The heatmap shows presence; pace measurement shows whether anyone has time to breathe.
Way 3 – Build capacity baselines for employee groups
Not all employee groups are equally capable of absorbing change at any given moment. A frontline team that has just completed a major system rollout has depleted change capacity. A corporate function that has been stable for two years has a full reservoir. A heatmap treats every cell in the grid as if the people behind it have identical absorptive capacity, which they manifestly do not. The third way to graduate beyond the heatmap is to establish capacity baselines for each major employee group, and then compare actual change load against those baselines rather than against an undifferentiated average.
Gartner research on change fatigue suggests that employees can effectively absorb approximately three concurrent major changes before performance and engagement begin to deteriorate materially. That figure is not universal – it varies by the nature of the work, the maturity of the organisation’s change capability, and the level of leadership support available – but it provides a useful starting point for establishing thresholds. The Change Compass platform enables organisations to set group-specific capacity thresholds and track actual change load against them in real time, generating alerts when a particular employee group is approaching or exceeding their capacity limit. This transforms the heatmap from a passive record of what is happening into an active management tool that flags risk before it becomes failure.
Way 4 – Integrate change data with operational performance metrics
Change measurement that lives only inside the change management function is change measurement that struggles to influence business decisions. Leaders who control the sequencing and resourcing of initiatives are, understandably, more responsive to data expressed in the language of business outcomes than data expressed in the language of change methodology. The fourth way to graduate from heatmaps is to connect your change load data with the operational performance metrics that your organisation already tracks and cares about: productivity indices, customer satisfaction scores, employee engagement survey results, voluntary attrition rates, and error or rework rates.
When you can demonstrate a correlation between periods of high change intensity for a particular group and subsequent dips in that group’s productivity or engagement scores, you are no longer making a theoretical argument about change capacity. You are showing the business cost of change saturation in terms that finance leaders, operations directors, and executive sponsors can immediately understand and act upon. McKinsey’s research on people and organisational performance consistently shows that organisations that treat change capacity as a measurable business variable – rather than a soft concern – achieve significantly better transformation outcomes. Integrating your change data with operational metrics is the step that makes that connection tangible and defensible.
Way 5 – Connect measurement to portfolio governance
Measurement without governance action is, ultimately, just reporting. The fifth and most consequential way to graduate from heatmaps is to connect your change saturation data directly to the portfolio governance processes where sequencing, prioritisation, deferral, and resourcing decisions are actually made. This means ensuring that change capacity data is a standing input to your portfolio review forums, that there are clear thresholds that trigger mandatory review of an initiative’s timing when capacity limits are breached, and that change practitioners have a formal voice at the table when those conversations occur.
In practice, this looks like presenting change load data alongside financial and risk data in portfolio dashboards, using saturation thresholds to inform go/no-go recommendations for new initiative launches, and having the evidence base to argue for deferral of a lower-priority initiative when a critical employee group is already operating at capacity. The Change Compass platform is specifically designed to support this governance integration – providing the portfolio-level visualisation, group-specific capacity tracking, and reporting outputs that change leaders need to participate credibly in executive governance forums. Measurement at this level shifts the change management function from a delivery support role into a genuine strategic capability, one that actively shapes the conditions in which transformation succeeds.
Building a change measurement maturity journey
These five ways are not a single leap – they are a maturity journey that organisations can progress through at a pace that reflects their current capability and the urgency of their change portfolio challenges. Most organisations begin with the heatmap because it is accessible and requires only basic data collection. Adding impact weighting is typically the logical next step, because it requires only a scoring framework applied to data you already have. Pace measurement comes next, as it requires a more disciplined approach to recording change timelines and recovery periods. Capacity baselining requires a modest investment in establishing thresholds and tracking systems. Operational integration requires collaboration across functions. Governance integration requires organisational authority and sustained commitment from executive sponsors.
Organisations that have completed this journey report qualitatively different conversations in their portfolio forums. Instead of debating whether a particular team is “too busy” based on subjective assessments, they are working from data that shows exactly how much change load that team is carrying, how that load compares to their established capacity threshold, what the pace of upcoming changes looks like, and what the likely operational impact of proceeding with the current schedule will be. That is the difference between change management as an art and change management as a discipline. The five ways above are the pathway from one to the other.
Frequently asked questions
How do I start weighting change impacts when we have never scored initiatives that way before?
The most practical starting point is to apply a simple three-tier classification – low, medium, and high intensity – based on the number of ADKAR dimensions a change requires employees to shift. Low-intensity changes require knowledge updates only. Medium-intensity changes require new knowledge and some adjustment to established behaviours. High-intensity changes require significant shifts across all five ADKAR dimensions. Even this rough classification will produce a materially more accurate picture of saturation than an unweighted count, and you can refine the scoring framework as your data matures.
What is a realistic capacity threshold for frontline employee groups?
The Gartner benchmark of approximately three concurrent major changes provides a useful starting point, but it should be calibrated to your specific context. Frontline roles with high operational pressure and limited discretionary time tend to have lower thresholds than knowledge worker roles with more flexible schedules. It is also worth distinguishing between the number of changes and the cumulative intensity of those changes – a frontline team might manage three low-intensity changes comfortably while struggling with even one high-intensity transformation on top of normal operational demands.
How do we get access to operational performance data to connect with our change load data?
This is primarily an organisational relationship challenge rather than a technical one. The change management function typically needs to establish working relationships with HR analytics, operations reporting, and finance teams to access relevant data sets. The most effective approach is to identify one or two high-visibility pilot cases where change saturation is a plausible contributing factor to an observable performance issue, and use those cases to build the business case for ongoing data integration. Once you can demonstrate the value of the connection, access tends to become much easier to negotiate.
How do we ensure change capacity data actually influences governance decisions rather than just being noted and ignored?
The single most important factor is executive sponsorship for the principle that change capacity is a legitimate portfolio constraint – equivalent in status to financial capacity or resourcing capacity. Without that sponsorship, change data tends to be noted and set aside when it conflicts with delivery timelines. With it, there is a formal basis for the change function to request that initiatives be deferred, sequenced differently, or resourced more heavily when capacity thresholds are breached. Building that sponsorship typically requires the kind of operational integration described in Way 4 – showing the business cost of ignoring capacity data is the most powerful lever for establishing governance authority.
McKinsey & Company. Losing from Day One: Why Even Successful Transformations Fall Short. https://www.mckinsey.com/capabilities/transformation/our-insights/losing-from-day-one-why-even-successful-transformations-fall-short
McKinsey & Company. The People Power of Transformations. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-people-power-of-transformations
The disruption caused by COVID-19 accelerated a reckoning that many organisations had long been deferring: the traditional assumptions embedded in project change planning were no longer adequate for the environments their workforces now inhabited. Remote and hybrid work created new communication barriers. Employees experiencing personal crisis – health anxiety, caring responsibilities, financial stress – had substantially less cognitive and emotional capacity available for change adoption than standard readiness models assumed. And the pace of change required to respond to rapidly shifting market conditions compressed timelines that change planning had historically built around slower cycles of organisational decision-making.
The lessons from this period are not solely historical. The volatility, uncertainty, complexity, and ambiguity that characterised the pandemic environment has become, in many sectors, the permanent condition. Organisations that rebuilt their change planning frameworks in response to COVID – adapting for distributed workforces, compressed timelines, and reduced employee capacity – found that those adaptations were not temporary workarounds but genuine improvements to how change could be planned and delivered. The question is which adaptations to embed permanently and which assumptions to discard.
Recalibrating capacity assumptions in change planning
Standard project change plans are typically built around an implicit assumption of baseline employee capacity – the idea that the workforce has a certain quantum of cognitive and emotional resource available to absorb change on top of their regular operational responsibilities. This assumption is often generous under normal conditions. During periods of significant environmental disruption, it becomes dangerously inaccurate.
The most important lesson from change planning during COVID was that capacity assumptions need to be explicit, evidence-based, and continuously reviewed – not embedded as invisible defaults in a project timeline. Organisations that treated employee capacity as a fixed input to their change plans consistently found that their readiness assessments were overstated and their adoption timelines were unrealistic. Those that built explicit capacity checks into their planning cycles – regularly asking whether the people they were asking to change had the bandwidth to do so – were able to sequence their change activities more realistically and provide targeted support where capacity was most constrained.
Gartner research on employee change capacity found that the average employee could support approximately three major changes at once before experiencing significant change fatigue. This figure is lower than most organisations assume when building their change portfolios, and it applies even under normal conditions. In periods of elevated stress or disruption, the threshold is lower still. Effective change planning in complex environments requires building explicit capacity ceilings into the plan and designing the change schedule around them.
Redesigning stakeholder engagement for distributed environments
The shift to remote and hybrid work fundamentally altered the logistics and dynamics of stakeholder engagement. In-person workshops, town halls, and informal corridor conversations that had previously been reliable channels for building understanding and commitment became unavailable, insufficient, or ineffective when translated to virtual formats without redesign. Organisations that simply moved their existing engagement activities online without adapting them for the different dynamics of virtual interaction found that their engagement quality declined significantly.
Effective stakeholder engagement in distributed environments requires several specific adaptations. Sessions need to be shorter – the cognitive load of sustained virtual meetings is substantially higher than in-person equivalent, and engagement quality typically degrades beyond 90 minutes regardless of the facilitator’s skill. Participation mechanisms need to be redesigned – the spontaneous contributions that flow naturally in a room of people are suppressed in virtual settings, requiring deliberate structure to ensure that the views of those less comfortable with virtual participation are captured. And asynchronous engagement mechanisms – digital comment tools, recorded briefings with structured feedback channels, written consultation processes – become more important as primary channels rather than supplements to in-person interaction.
The adaptation that has most durably survived the return to hybrid work is the recognition that not all stakeholders need to be engaged in the same way at the same time. Tiered engagement models – distinguishing between stakeholders who need deep involvement in change design, those who need thorough briefing, and those who need adequate communication – allow change teams to direct their limited engagement resource towards the interactions that most influence change outcomes, rather than designing the same engagement approach for every part of the affected population.
Compressing and iterating the change planning cycle
One of the most consequential adaptations in change project planning has been the shift from linear, milestone-based planning to more iterative models that can absorb the frequent directional changes that complex environments produce. Traditional change plans were designed around a stable change scope and a predictable timeline – assumptions that do not hold in environments where regulatory conditions, market dynamics, or operational realities shift in ways that require the change scope to evolve during delivery.
Iterative change planning does not mean abandoning structure. It means designing the change plan around shorter planning horizons – typically 90-day rolling plans – with quarterly reviews that allow the scope, sequencing, and resourcing to be adjusted based on what has been learned in the preceding period. This approach acknowledges that the most current information about what is working and what is not is generated during implementation, not during the initial planning phase, and that effective change management requires mechanisms to incorporate that information into the plan rather than treating the original plan as binding regardless of what the evidence shows.
McKinsey research on transformation outcomes found that the ability to make in-flight adjustments – responding to early signals that the change is not landing as expected rather than waiting for post-implementation reviews – was one of the most significant predictors of transformation success. Iterative change planning creates the governance structures and decision cadences that make such adjustments possible.
Building psychological safety into the change plan
Change planning has traditionally focused on the logistics of change delivery – what activities need to happen, in what sequence, with what resources. The psychological dimensions of the change experience – how employees feel about the change, what anxieties it generates, what support they need to move from uncertainty to commitment – have been treated as inputs to the communication and engagement plan rather than as structural elements of the change plan itself.
The pandemic made the limitations of this approach impossible to ignore. Employees navigating significant personal stress while being asked to adopt major organisational changes needed more than information and training. They needed environments in which expressing uncertainty, asking questions, and raising concerns was genuinely safe – where doing so was treated as productive engagement with the change rather than as resistance to be managed. Organisations that created this psychological safety – through leader behaviours, through explicit acknowledgment that the transition was difficult, and through genuine responsiveness to concerns rather than simply addressing them in FAQ documents – consistently achieved better adoption outcomes than those that treated the psychological dimension as a communication challenge to be solved with messaging.
Research on psychological safety published in Harvard Business Review found that teams in high psychological safety environments were significantly more likely to engage with new challenges, surface problems early, and recover from setbacks – all of which are critical to successful change adoption. Building psychological safety into the change plan means designing specific mechanisms for creating it: regular team check-ins where uncertainty can be expressed, visible leadership acknowledgment of difficulty, and governance processes that reward surfacing problems rather than concealing them.
Portfolio visibility as a change planning requirement
One of the most durable insights from change management during complex periods is that effective change project planning cannot be done in isolation from the portfolio in which the project sits. A change plan that is internally coherent and well-resourced may still be set up to fail if it is landing on an employee group that is simultaneously absorbing two other major changes, navigating a structural reorganisation, and contending with elevated operational pressure.
Portfolio-level visibility – understanding the cumulative change load on specific employee groups across all concurrent programmes – is a prerequisite for realistic change project planning rather than an optional enhancement. Without it, plans are built around optimistic assumptions about capacity and timing that experience consistently contradicts. Platforms like The Change Compass provide this portfolio visibility, enabling change leaders to see the cumulative change picture for any employee group and to design their project-level change plans with an accurate view of the context in which they will need to land.
The organisations that navigated change most effectively during COVID – and that have sustained that effectiveness in the years since – are those that treated portfolio visibility as a foundational planning input rather than a governance luxury. They knew which teams were overloaded before they planned additional changes, they could model the timing implications of competing change demands, and they had the governance authority to adjust programme timelines based on what the portfolio data showed. This capability, more than any single change methodology or communication approach, is what distinguishes organisations with genuinely mature change management from those that are still managing change one programme at a time.
Frequently asked questions
How did COVID change project change planning?
COVID forced organisations to recalibrate several foundational assumptions in project change planning. These included: assumptions about employee capacity for change (significantly reduced by stress, caring responsibilities, and disruption); assumptions about stakeholder engagement logistics (requiring fundamental redesign for virtual environments); assumptions about planning stability (requiring more iterative approaches as change scope evolved rapidly); and assumptions about the independence of individual change projects from the broader portfolio context. Many of the adaptations made during the pandemic have proven to be genuine improvements rather than temporary workarounds.
What does psychological safety have to do with change planning?
Psychological safety – the sense that one can express uncertainty, raise concerns, and ask questions without negative consequences – is a significant enabler of successful change adoption. In environments where employees do not feel safe expressing their concerns about a change, those concerns drive underground rather than disappearing, producing passive non-compliance at critical implementation moments. Building psychological safety into the change plan means designing specific mechanisms – leader behaviours, team check-in structures, governance processes that reward surfacing problems – that create conditions for honest engagement with the change rather than just compliance with its requirements.
Why is portfolio visibility essential for project change planning?
Effective project change planning requires an accurate view of the context in which the change will land – including the cumulative change load on the affected employee groups from all concurrent programmes. Without portfolio visibility, change plans are built around optimistic capacity assumptions that the actual change experience consistently contradicts. Teams that appear to have adequate readiness on individual programme assessments may be severely overloaded when their full portfolio of concurrent changes is accounted for. Portfolio visibility is therefore a foundational planning input, not an optional governance enhancement.
How should change planning adapt for hybrid workforces?
Hybrid work requires deliberate adaptation of several change planning elements. Stakeholder engagement activities need to be redesigned – shorter sessions, explicit participation mechanisms for virtual settings, asynchronous options for those less comfortable with live virtual interaction. Communication strategies need to account for the different information environments of office and remote employees. And tiered engagement models – matching the depth of engagement to the impact of the change on each stakeholder group – become more important for allocating limited engagement resource towards the interactions that most influence outcomes.
Most of us are still in lockdown or partial lockdown with Covid. At the same time, many countries are in the process of lifting restrictions and resuming normal business and social activities. In the US President Trump pushes to reopen the economy and phase out the coronavirus task force. In Italy the restriction have just been lifted. Here in Australia the government is planning a gradual return to business.
What is going to happen after we return to work? What would the new world look like post Covid or transitioning away from Covid?
As change practitioners we have a unique role to play in helping to support change and help the organization to adjust to the new norms. We are impacted like everyone else and yet we need to lead others to transition through the change. We are after all change leaders.
Here are some of the likely realities of the post-Covid world after we return to ‘the norm’ after the Covid lockdown:
1. Continued virtual working
It is likely that organizations will be cautious and phase the gradual ‘return to work’ process so as to avoid any potential of re-infection. Some are already in the 1 week in 1 week out arrangement to reduce the number of employee on the same floor. Others may selectively organise the return to work on a group by group or team by team manner, again to control the density level of employees per area.
Employees at Google and Facebook were told that they could continue to work from home until next year. For Amazon employees it is until October. There is also quite a number of large financial services firms that will continue virtual working.
As a result, the days of virtual working will not go away any time soon. As significant numbers of employees continue to work from home, so will the need to continually engage our stakeholders virtually. This includes engaging impacted stakeholders, designing effective leadership communication, sensing change readiness, and measuring change embedment. Do all of these virtually.
There is research to suggest that video conferencing over an extended period of time is cognitively very taxing for people. The attentiveness and focus required to go through a whole day of video conference meetings can add toll to the health and well-being of employees. Supporting employees to build effective virtual working habits is critical.
2. Employees who want to remain WFH
There are those who are stressed working from home and struggle with looking after kids and juggling meetings. They as a result cannot wait to return to the office when schools are closed.
However, there are also those who have enjoyed working virtually immensely.
Catherine lives in the mountains 2 hour away from the office. Every day that she works from home she is saving 4 hours per day in commuting time. She gets to spend more time with her husband and her cat and she can easily open the door onto her balcony, overlooking the forest during her virtual meetings. She gets to cook more and can move around the house as needed so that she is not disturbed by her husband, who is also working from home.
Mark is also quite reluctant to return back to the office. He is finding that he is significantly more productive as there is no one approaching him to chat about the weekend, and all the various chit chat that happens within an office environment. He gets to focus on his deliverables without the office noises. Between meetings Mark can fit in his workouts at the park or at home. He definitely feels that he has a much better work-life balance.
3. Cost cutting and Zero based budget
New articles abound that we are entering an unprecedented period of economic depression, the worst since the second world war for Europe and worse than the financial meltdown in 2008 for the US. What this means is that most business will be impacted in a major way. Many businesses have already closed shop whilst others are belt-tightening or planning to in order to manoeuvre the uncertain future that is post Covid.
There are those businesses that have had most of their revenue wiped out, including retail, entertainment and food & beverage industries. There are also ramifications for businesses that support other businesses that are impacted by Covid, such as manufacturing or aerospace.
Companies may resort to a zero-based budget approach of prioritising the basics of cost management in order to survive. According to Wikipedia zero-based budget (ZBB) “is a method of budgeting in which all expenses must be justified and approved for each new period”. This is essentially a reset of cost to careful consider the most critical cost required to sustain the business. In this system, costs are grouped and measured against previous results and current expectations, enabling management to allocate funds by current need instead of by historical expenditures.
As change practitioners we need to prepare for rounds of cost containment or cutting of the initiatives that we are involved in. Expenditure will be tightly controlled. We need to consider ways in which we can continue to carry out change work with minimum additional expenditure.
4. Eventual reduction of commercial real estate utilisation
During Covid organizations have learnt that virtual working does work, even for those who have not experimented with this way of working. In order to save cost, companies will naturally plan to reduce any floor space requirement for those who are soon facing property rental lease renewal. Over time, we will start to see a reduction of commercial property requirement from businesses as organizations down size their office space footage and leverage more on virtual working.
So it looks like virtual working is likely here to stay. As change practitioners we need to continually develop and refine our change approaches in engaging our stakeholders virtually. There are various digital tools that can help fortunately. Some tools are designed to measure team engagement using machine learning. Others allow the expression of mood and responses without having to put this into verbal communication. Leverage these tools going forward (as cost permits) to engage effectively in a virtual world.
5. Disruption of initiatives/Re-planning
We need to be prepared for a series of disruptions whether it be ways of working, having to re-adjust change approaches, tightening expenditure, or having our change initiatives altered. Some initiatives will get pushed back, cancelled or moved forward. New initiatives or even restructuring exercises may emerge on top of existing initiatives. We may be asked to deliver more with less resources.
How do we manage our existing portfolio of change initiatives within this environment? We need to be agile and flexible to anticipate and work with various initiative changes. It could be that business capacity constantly shifts as a result of staff moving back to the office, or that teams become restructured therefore disrupting the initiative roll out.
Utilise visual management to analyse and foresee implications of shifting initiatives. The Change Compass has a scenario planning feature that allows you to visualise the picture of new scenarios when various initiative timelines are shifted. For more details please listen to our webinar on re-planning during Covid.
Key considerations when shifting initiatives include:
Subsequent implications on business capacity (will we create another peak change volume later in the year?)
Potential dependencies of projects in the sequence of the roll out
Overlap with any planned business black-out periods or periods of high work volumes (such as customer contact volumes)
Implications on benefit realisation in relation to business targets
Business readiness due to transition back to the office
Initiative resources and bandwidth available to carry out any shifts in implementation timeline
Communication implications of the shifted initiatives that will be delivered to the same stakeholder group
