Digitisation, Covid, competition and changing industry conditions have amongst other things brought on an accelerated change agenda for a lot of organisations. What were previously thought to be 1 to 5 year horizons of change suddenly became an immediate change. Not only is working from home a norm for a lot of organisations but the struggle for enterprises to survive and stay relevant in the new norm means more changes. The normal equilibrium for a lot of these organisations is one that consumes a smaller number of changes at any one time. Suddenly, with the increased number of changes this leads to change saturation.
Think of change saturation as a cup that fills up. The size of the cup is the change capacity. With limited capacity, there is only so much volume that is inherent. When the cup overflows the changes don’t stick and simply fall by the waist side.
What impacts an organisation’s change capacity?
1.Change leadership
Leaders can have significant influence on the organisation. Also, change leadership is a significant part of how change is managed and delivered. Effective change leadership can build on the capability of teams to be more agile and capable of absorbing more changes. Effective change leadership can also help to maximise how optimal the change is socialised and implemented, and therefore how it lands.
2. Change capability
The organisation’s change capability is one of the most important factors in determining their change capacity. Think of agile startup organisations that are constantly pivoting, introducing new operating models, products and services. This is part of their cultural norm. Other organisations that maybe less agile can also develop some of these capabilities through experience and development.
3. Nature of change
Not all types of changes are the same. Typically, a lot of the changes driven by senior leaders are about improving the bottom line or top line, improving customer experience or improving efficiency. Some are more complex changes requiring significant change journeys. Others may even be inherently ‘negatively perceived’ such as organisational restructuring and layoffs. However, there are also changes that are inherently seen as benefiting the work of employees (such as process improvement leading to less red tape).
4. Number of changes
The number of changes also impact the change capacity. Obviously more changes mean more capacity consumed, within an extent.
5. Impact of each change
The impact level of each change is also critical. Some initiatives have significant impact that requires a long period of time to embed the changes, e.g. culture change and complex system and process changes. On the other hand, simple process changes may not require much capacity and simple communication is all that is needed.
6. Overall change landscape
The overall change landscape of the organisation also affects perception and therefore in some ways the capacity for change. If competitors within the industry are all undergoing significant transformations then it sets the tone for what’s to come. In the same way, if all our friends are used to virtual ways of working then we become more open to it.
What’s the benefits of measuring change saturation?
Measuring change saturation can be significantly beneficial for the organisation. Understanding the tipping point means that PMO and change teams can work to avoid this from a planning perspective. Finding out during or after the releases that there is too much change saturation is an expensive exercise that diminishes the planned initiative benefits. It also leads to loss of productivity and operational disruptions. Moreover, employees lose faith in the ability of the organisation to manage change.
With greater clarity of the change saturation points organisations can work to monitor, track and manage the risk of over saturation. Measures can then be put in place to ensure minimal business disruption and protection of initiative benefits. This should be a key focus for risk in change.
How to measure change saturation?
Firstly, there is not one change saturation point for the whole organisation. Each department or even team may have different change saturation points. This is because they have different leaders, different cultural norms and different change capabilities.
So how do we measure the change saturation at a department or division level? Look historically at how changes have been received, starting with the past few months.
1. Monitor operational indicators
Depending on what the department is in charge of, understanding the change saturation point means closely monitoring the operational indicators. During change saturation operational indicators are usually also negatively impacted, depending on the nature of the changes.
For a call centre this could be average handling time, customer satisfaction rate, absenteeism, etc. For a back office department it could be efficiency or effectiveness measures, case completion rate, case quality rating, etc. You don’t need to be the expert in all the various operational measures of each department as you can tap on the operations representatives of these departments.
2. Get feedback from leaders
Interview or conduct surveys with departmental leaders to understand their perception of how changes have been implemented and any potential disruptions on the business. Understand how their teams have experienced change. Ask them whether it has been challenging to balance operational needs with change-induced activities. For example, were there challenges in employees attending initiative training sessions, and completing their role delivery obligations?
3. Be aware of potential biases
Be careful of opinions and feedback from leaders and employees. There may be a tendency to over-state and complain that there is constantly too much change. This happens because some over-state the risk of change saturation hoping that this may lead to less change and therefore easier to manage the operations of a business. Take care to avoid this bias.
4. Identify points of change saturation
If the department has undergone periods that has resulted in negative impact on operational indicators and leaders have also provided feedback of similar change disruptions then measure this level of change. Record this specifically.
This requires a portfolio-level view of all the changes that have occurred and the various impacts of each initiative. With this measurement you are able to then identify this level as perhaps just exceeding the change saturation point for that department. With this identified you can then plot this change saturation line. You should also closely monitor this level and adjust as needed.
Sample from The Change Compass (Red line is change saturation)
Using The Change Compass change impact can be expressed in terms of hours of impact per week. The change saturation line can the plotted against the change impact levels. From this, you’re able to easily visualise to what extent there could be risk in exceeding the change saturation line.
It is important to note that measuring change impacts and therefore change saturation should ideally be at a weekly level. Measuring change impact at a monthly level may not be sufficiently detailed enough since there could be changes in impact levels within each month. For example, for Finance the quarter-end consolidation cycle could start mid-month and therefore the change impact indication may show up as less than it actually should be simply because the data is rolled-up by month.
Deriving a monthly dashboard in which to inform not just the change volume, but types of changes, risks, and impacted areas will do wonders to provide clear visibility for the business to get ready for and to track changes.
Example of reporting from Change Automator
Other disciplines such as HR, Marketing or Operations rely on data to make critical business decisions. The Change function should also follow suit. Being armed with the right change impact data means that you can help the business to precisely pin-point change saturation points. This can provide tremendous value to the business in terms of business, initiative and risk protection.
If you’re keen to chat more about how you are managing change saturation and to find out more about our solutions feel free to contact us here to organise a chat.
Captured during a 5-day trek in Tasmania’s southwestern wilderness known as the Western Arthurs, this photograph reflects a journey undertaken four years prior, just before devastating bushfires swept through Tasmania, altering its pristine landscapes. The region, notorious for persistent rain and limited sunshine, graced us with consecutive sunlit days, making it a standout global hiking experience, rivaling trails in the Italian Dolomites, the Himalayas, and the Canadian Rockies.
Embarking on a 5-day expedition in Tasmania’s southwest demands self-sufficiency—carrying all your food, drinking from rivers, and sleeping in a tent with no huts or running water. The solitude is profound, with few fellow hikers; most of the time, it’s just you and Mother Nature.
Childhood lessons painted Mother Nature as a battlefield for survival, where each tree competes fiercely for sunlight, nutrients, and dominance over the land. However, this narrative is challenged by Suzanne Simard, a professor of forest ecology at the University of British Columbia. Over two decades of study revealed that a forest’s essence lies not in individual tree struggles but in subterranean partnerships. Simard unveiled the symbiotic relationship between trees and fungi, known as mycorrhizas—thread-like fungi merging with tree roots. They aid trees in extracting water and nutrients, receiving carbon-rich sugars produced through photosynthesis in return. (For more details, refer to the New York Times article.)
Mycorrhizas serve as the connective tissue of the forest, intertwining trees of different species through an extensive web. This transforms the forest into more than a mere collection of trees. In times of crisis, a tree at the brink of death may altruistically share a substantial portion of its carbon with neighboring trees. The forest thus emphasizes cooperation, negotiation, reciprocity, and selflessness alongside survival and competition.
Remarkably, this ecosystem mirrors the principles of effective change networks. A change network possesses the capacity to reach every individual in a company. Unlike being confined to a specific business unit or hierarchy level, a well-designed change network transcends organizational boundaries.
Let’s delve deeper into the characteristics of a robust and efficient change network…
1) Project-agnostic
In the dynamic landscape of change networks, a paradigm shift from the traditional project-specific model to a project-agnostic approach emerges as a strategic imperative. The conventional methodology, with its exclusive focus on single projects, often results in a staggering 69% of projects achieving initial objectives, while 15% are considered failures. This project-specific model, besides its high failure rate, also contributes to significant resource wastage. Identifying, training, and sustaining a robust change champion network for each project frequently overshoots the project’s lifecycle, hindering desired outcomes and accounting for the 70% failure rate in projects.
Contrastingly, a more efficient paradigm involves nurturing change champions with the ability to support multiple projects. This not only optimizes resource allocation but also aligns with the agile principle, as highlighted by the 56% of companies that exclusively use a single project management methodology.
These versatile change champions, akin to Starbucks’ “My Starbucks Idea” initiative, play a pivotal role in connecting the dots across projects, providing invaluable insights, and fostering a culture of collaboration. Starbucks’ successful implementation of change through customer-driven ideas, resulting in over 5 million monthly page visits, is a testament to the power of adaptable change networks.
Drawing a parallel to the natural world, where mycorrhizas take time to strengthen and fortify the forest, change champions undergo a transformative journey with each project involvement. Their sustained engagement refines their change management skills and delivery expertise, enhancing their proficiency with every endeavor.
The diverse and creative approaches observed in change champions, ranging from themed outfits to innovative reminders, reflect the adaptability crucial for effective end-user engagement. This adaptability serves as the cornerstone of a thriving change champion network, where experimentation and varied strategies contribute to its vibrancy and success. Similar to the ever-evolving forest ecosystem, change networks flourish when nurtured with creativity and adaptability.
2) Cuts across layers
In the realm of change networks, adopting a project-agnostic approach emerges as a strategic shift from the traditional project-specific model. The conventional method involves forming change networks tailored exclusively to a single project, with champions disbanded at the project’s conclusion.
However, this model poses inherent challenges, leading to significant resource wastage. The effort to identify, train, and sustain a robust change champion network for each project often exceeds the project’s lifespan, impeding desired outcomes.
To address this, the change champion network needs to cut across not only different parts of the business but also different layers of the organization. A lot of change champion networks are designed at the mid-layer of the organization, typically involving middle managers. While middle managers can influence the outcome of the change more than frontline staff members, relying solely on this layer may not be sufficient.
Here’s why:
Detail Feedback: Middle managers are often not the ‘end users’ of systems or processes, making it challenging for them to provide detailed feedback on the suitability of the change, sentiments of end users, or necessary adjustments in the change solution.
Signal Loss: Depending on the organization, there may be 1-3 layers between middle managers and end users, resulting in potential ‘signal loss’ where thoughts, emotions, and feedback from the lowest layers of the organization may not be effectively communicated.
Limited Testing Input: Middle managers are usually not directly involved in system or process testing, limiting their ability to provide detailed input to shape the change. Their contributions often focus on higher-level strategies for engaging impacted teams.
To build a strong, vibrant, and extensive change champion network, engagement needs to extend to different layers of the organization, not just the middle layers but also the lower layers. While top layers may be engaged through various committees, middle and lower layers require dedicated change champions.
Similar to the mycorrhizas connecting different trees in a forest, the change champion network, when stronger and more extensive, becomes more capable of influencing and driving change both vertically and horizontally across the company. This inclusivity ensures that smaller business groups are not neglected or deprioritized, contributing to the overall success and adaptability of the change network.
3) Routine interfaces
In the intricate ecosystem of a forest, mycorrhizas play a vital role by providing essential sustenance, and supplying critical nitrogen, water, and other nutrients to plants. In the organizational landscape, change champions serve a similar crucial function. Armed with comprehensive knowledge and a deep understanding of the change, along with the latest updates on its impacts, they possess the ability to interpret messages in a way that resonates with those directly affected, using a language that is tailored to each team’s unique history, priorities, and culture.
Unlike program-level communication, which may be too generalized, the interaction with change champions is a dynamic, two-way process. They engage with impacted employees, actively assessing and understanding where individuals stand in their change journey. This engagement leads to a clear comprehension of the specific communication, learning, or leadership support needs of impacted teams. High-performing change champions delve beyond the surface, understanding the motivations and demotivators of the teams they serve. This wealth of insights becomes a powerful set of messages that can be fed back to the central project mothership.
What sets high-performing change champions apart is not just their ability to communicate and collect feedback; they proactively sense-check and virtually “walk the floor” to feel the pulse of the employees. Often, change champions are directly impacted by themselves, fostering a natural empathy that enables them to connect with others undergoing change. In this dynamic, there is a delicate balance between self-interest and selflessness, as change champions strive not only to navigate their own challenges but also to extend support and assistance to those in need. This nuanced approach mirrors the harmony found in natural ecosystems, where organisms cooperate for mutual benefit.
4) Cross-network collaboration
Within the expansive framework of an extensive change network, diverse sub-teams of change champions naturally emerge, often organized by business units or grade levels. While connecting with peers within the same level might be straightforward, establishing collaboration across hierarchies, especially with those perceived as ‘managers,’ can pose challenges.
To overcome these challenges, intentional routines must be established to facilitate frequent sharing and collaboration among different change champion teams. In the natural world, trees emit chemical alarm signals to warn nearby trees of potential danger. Similarly, within a business context, a team from one business unit may sense a looming risk for change failure based on their experiences, which they can share with other teams yet to undergo the change.
Conversely, successful experiments in one part of the business should be readily proliferated in other areas of the organization. For instance, in a large insurance company, a change champion network recognized the need for frontline staff working virtually to have a platform for immediate queries and responses. The solution was a chat channel implemented under Microsoft Teams, approved by IT. In this channel, frontline staff could freely pose questions about system usage, shortcuts, and outages, and addressing customer concerns.
Initially, the channel had few questions, but as prompt and helpful responses were provided, engagement grew. Today, it stands as one of the most active Teams chat channels in the company, showcasing the effectiveness of cross-network collaboration. This success story has inspired similar initiatives in other businesses, emphasizing the ripple effect of successful collaboration practices within change networks.
5) Nurturing the network
Sustaining a change champion network is an ongoing endeavor that demands continuous nurturing, engagement, support, and leadership. Similar to any community, these networks thrive when provided with the right conditions and resources. Several key activities contribute to the nurturing of a dynamic and effective change champion network:
Onboarding and Expectation Setting: New members need comprehensive onboarding sessions where they receive information about the network’s objectives, core principles, expected time commitments, and other essential details.
Change Capability Sessions: Continuous learning is crucial for change champions. Sessions covering various topics, such as impact assessment, change communication, feedback provision during testing, and engagement with impacted stakeholder groups, help enhance their skills.
Leader Support: The involvement of senior leaders in certain sessions can provide valuable support and visibility to the network’s efforts, emphasizing the importance of their work in the broader organizational context.
Cross-Business Unit Networking: Structured agendas for cross-business unit change champion networking sessions create opportunities for sharing ideas and best practices, fostering a collaborative environment.
Routine Forums: Establishing routine forums for discussing project-specific topics allows members to stay informed and aligned with ongoing initiatives.
Formal Acknowledgments and Prizes: Recognizing key milestones and achievements through formal acknowledgments and prizes not only celebrates success but also motivates members to actively contribute.
Data Access: Providing change champions with access to change data, including impact assessments, readiness metrics, and change roadmaps, empowers them with valuable insights into upcoming changes and their stakeholder implications.
Regular Membership Reviews: Like any dynamic network, regular reviews of membership are essential. Some members may not meet expectations, and their roles might need to be filled by others. Expecting turnover and proactively managing it ensures a continuous influx of fresh perspectives and contributions.
Change champions, armed with comprehensive data on change impact, play a pivotal role in facilitating a clear understanding of impending changes and their ramifications for stakeholders. Regular reinforcement, support, and occasional challenges contribute to the resilience and effectiveness of the change champion network.
6) Supporting multiple initiatives
In the dynamic landscape of organizational change, it’s common for each business unit to undergo multiple initiatives simultaneously. Change champions play a pivotal role in navigating this complex terrain, supporting various initiatives and connecting the dots to form a coherent narrative for the impacted audience. Here’s why having change champions who can support multiple initiatives is crucial:
Holistic Understanding: Change champions, acting as the linchpin between different initiatives, provide a holistic understanding of the changes unfolding within a business unit. This comprehensive view enables them to craft a cohesive story that resonates with the audience, fostering better comprehension and buy-in.
Connecting the Dots: A key function of change champions is to connect disparate initiatives into a unified narrative. By highlighting interdependencies and common goals, they contribute to a more seamless and integrated change experience for stakeholders.
Predicting Crunch Periods: Change champions need to anticipate and understand the crunch periods for their business unit. By supporting multiple initiatives, they become adept at forecasting when the organization might face heightened challenges and risks that could impact daily operations.
Strategic Risk Management: With insights into multiple initiatives, change champions become strategic risk managers. They can identify potential points of friction, overlaps, or resource constraints and proactively address them, mitigating risks that could hinder the success of the initiatives.
Example of a single view of change from The Change Compass
Example of Change Outcome: The Change Compass
In analogy to mycorrhizal networks that span diverse ecosystems, organizations face the challenge of not only developing robust change champion networks internally but also fostering connections with external networks. Just as mycorrhizal networks link various landscapes, change champion networks can extend their impact beyond organizational boundaries.
Research indicates that when change champion networks from different companies link up, a wealth of learning and collaboration unfolds. This interconnectedness leads to a blossoming of reciprocity, negotiation, and even selflessness. Organizations stand to gain immensely by facilitating the exchange of insights and experiences among diverse change champion networks, creating a thriving ecosystem of change management knowledge and practices.
Elevate your change management strategy! Book a weekly demo with us and explore how our solutions can empower your change champion network.
In the rapidly evolving landscape of today’s organizations, adaptability and agility have become more than just buzzwords; they are essential for survival and growth. The traditional approach of executing projects on an ad hoc basis is giving way to a strategic imperative—building change management maturity. This shift is not merely a choice but a compelling competitive advantage.
Recent statistics underscore the urgency of this change. According to a survey by Gitnux, more than 80% of businesses face increasing pressure to adapt to market forces, including technological advancements and evolving customer expectations. In this environment, mature organizations can respond swiftly to market dynamics and implement strategic initiatives with unparalleled precision and speed.
Two prominent models have emerged as guiding beacons in this transformative journey: the Change Management Institute (CMI) Change Maturity Model and Prosci’s Change Management Maturity Model. Both models are deeply entrenched in the concept of organizational competency levels, offering a structured framework comprising five progressive maturity levels.
In this article, we will embark on an enlightening journey, exploring the foundations of these two prominent change management maturity models, uncovering their intricacies, and paving the way for a more holistic approach to change management. Additionally, we will delve into the critical role of various organizational functions, shedding light on how they can actively contribute to the organization’s change maturity.
CMI Change Maturity Model
The Change Management Institute (CMI) Change Maturity Model is a comprehensive framework that takes a holistic approach to enhancing an organization’s change management maturity. It’s divided into three core functional domains, each playing a vital role in the overall journey toward maturity: Project Change Management, Business Change Readiness, and Strategic Change Leadership. These domains serve as the foundation for achieving higher levels of maturity within the organization.
Within each of these domains, the CMI model outlines a structured path, consisting of five distinct maturity levels. These levels represent a continuum, starting at Level 1, which serves as the foundational stage, and progressing all the way to Level 5, the zenith of maturity and effectiveness. This multi-tiered approach offers organizations a clear roadmap for growth and development, ensuring that they have the tools and insights necessary to navigate the complexities of change management.
The distinguishing feature of the CMI model is its emphasis on the idea that true change maturity extends beyond the realm of project execution. While executing individual projects is undoubtedly important, the CMI model advocates for a broader perspective. It recognizes that sustainable change maturity relies on the cultivation of readiness for change across the entire organization. This involves preparing teams, leaders, and employees to adapt to and embrace change seamlessly, making it an integral part of the organizational culture.
Furthermore, the CMI model underscores the indispensable role of change leadership and governance in nurturing change maturity. Effective leadership is the driving force behind successful change initiatives, and it’s the cornerstone of achieving higher levels of maturity. Governance structures ensure that change management practices are not just theoretical concepts but are woven into the fabric of how the organization operates on a day-to-day basis. Governance provides the necessary framework for sustaining change maturity in the long run.
Prosci Change Maturity Model
In contrast to the more specific functional domains emphasized by the CMI model, the Prosci Change Maturity Model takes a broader perspective, focusing on the development of overall organizational change management competency. Rather than zeroing in on individual functions, it provides a generic framework that covers key areas integral to building change maturity. These areas include:
Project Execution: The model places a strong emphasis on effective project execution as a cornerstone of change management maturity. It recognizes that the successful implementation of change initiatives hinges on well-executed projects, including detailed planning and efficient execution.
Business Capability and Readiness: Understanding the readiness and capability of the organization is another critical component. The Prosci model highlights the significance of assessing an organization’s readiness to undergo change, including the ability to adapt to new strategies, technologies, and processes.
Senior Change Leadership: Leadership is vital in steering the organization toward maturity. The model underlines the importance of senior change leadership, emphasizing that leaders play a pivotal role in setting the tone for change, championing initiatives, and fostering a culture of adaptability.
Formalized Practices and Organizational Awareness
One of the key drivers for elevating maturity, according to the Prosci model, is the establishment of formalized change management practices. This includes developing and implementing standardized methodologies to ensure consistent change management approaches across the organization. Furthermore, the model advocates for creating widespread organizational awareness about the significance of change management and its role in achieving successful outcomes.
The Role of Change Management Training
A cornerstone of the Prosci model’s approach to maturity is the incorporation of comprehensive change management training. This training equips individuals within the organization with the knowledge and skills needed to effectively manage change initiatives. It emphasizes the importance of investing in the development of internal change management expertise.
While both the CMI and Prosci models address the critical areas of project, business, and change leadership in driving change maturity, they diverge in their approaches. The CMI model offers a broader perspective, highlighting the importance of agility and continuous improvement as essential components of maturity. It places a strong emphasis on crafting the right cadence, establishing efficient business processes, and implementing robust governance practices. In contrast, the Prosci model, while equally comprehensive, provides less specific guidance on embedding change practices within the organization’s fabric and processes. Instead, it places a strong focus on the effective implementation of change initiatives.
What’s Missing in Current Change Maturity Models?
The lacuna in existing change maturity models becomes evident when we consider the need to genuinely embed change management principles and practices within an organization’s DNA. True integration transcends the mere execution of initiatives and building change capabilities among leaders and employees. It calls for collaboration across multifarious functions, including Risk Management, Marketing, Strategy, and Human Resources, to engrain change principles and practices. The focus is on holistic change capability, encompassing different functional areas. This approach fosters a culture where practices, capabilities, and supporting structures converge to enable continuous change.
In the following sections, we’ll explore examples of how change management principles and practices can be applied across seven key functions: Risk Management, Strategy and Planning, Operations, Project Management, Human Resources, Technology, and Marketing.
1. Risk Management
Change management principles and practices can enhance risk management by offering valuable insights into change-related risks. Risk professionals can leverage change management analytics to assess data-based risk factors, such as business readiness indicators and the potential impact of changes on the organization and its customers. Armed with this data, risk professionals can make informed assessments, helping the organization better understand risk profiles and make well-informed decisions.
2. Strategy and Planning
Strategic planning should not only focus on industry trends and financial data but also incorporate change capability assessments. Considerations should include the availability of change leadership talent, the organization’s capacity for executing change, and the historical performance related to change volume and velocity. The strategic roadmap should integrate historical data on change impact volumes and execution, enabling effective planning. Supporting structures and processes, including governance, reporting, and communities of practice, should be designed to ensure successful change execution.
3. Operations
Operations is a core domain for change management. This function offers numerous opportunities for applying change best practices. It involves building change management capabilities in employees and managers, enhancing employee engagement channels, and facilitating effective learning and development. With the right change data and analytics, Operations can strategically plan business delivery by making predictive assessments of performance based on projected change impacts. The key lies in systematically integrating analysis and decision-making processes within the operating cadence.
4. Project Management
This is the most familiar territory for change management. Many organizations have dedicated change managers responsible for project delivery. The conventional practices of change management, including capability building, change methodologies, portfolio management, and project delivery, are all part of the project management function.
5. Human Resources
Human Resources often plays a central role in supporting the people side of change. The function includes building change management capabilities as part of learning and development efforts. However, there’s substantial value in managing restructuring initiatives as change projects, and adhering to structured change management practices. This structured approach ensures that affected stakeholders are appropriately engaged, and processes, systems, and supporting structures impacted by change are meticulously mapped.
6. Technology
Change management is not limited to large projects; it extends to technology changes that impact stakeholders and users. Even smaller technology initiatives can benefit from the application of change management principles. Change management analytics can facilitate better technology releases and deployments. By considering change impact data, organizations can plan technical releases more effectively, taking into account organizational impacts.
7. Marketing and Customer Experience
Change management practices can play a pivotal role in marketing and customer experience functions. Customer change impacts, such as external positioning and alignment with customer needs, should be integral to marketing campaigns, product launches, and communications. These practices, including impact assessment, change analytics, and change planning, enable organizations to deliver what they promise to customers.
In closing, the true value of change maturity emerges when it becomes a part of various organizational functions. It’s not just about developing isolated methodologies or supporting initiative delivery; it’s about becoming an organization where change is seamlessly integrated into every facet.
Ready to Elevate Your Change Maturity?
The journey to achieving a higher level of change maturity begins with holistic integration within your organization. If you’re interested in exploring how The Change Compass can help you in this transformative process, we invite you to book a weekly demo with us.
