Role
Change management
What do you not know about a change until people start using it? Usually who loses by it - and it is that group which decides whether it succeeds.
Intro call
Four questions we would start with
What do you not know about a change until people start using it?
Most often whose work becomes harder. That group rarely says so openly before the rollout.
Who notices first that a change has not been adopted?
If nobody does, because nobody measures usage, the project is closed and the old ways of working come back within a quarter.
Whose desk does resistance to a change end up on?
If it is nowhere, because there is no route for raising it, resistance turns into quiet avoidance.
How long before people start using it fully?
That number says more about a rollout than the number of people trained.
We take over the tracking and the routine communication, you keep the work with people
Impact analysis, running the communication, chasing the training and measuring adoption can be taken off the desk. The conversation with people and understanding the reasons for resistance stay with the specialist.
- The impact of a change is calculated, not sensed. - Which roles, departments and processes change and how much - before the communication starts.
- Adoption is measured by usage, not by a declaration. - The number of people trained says nothing; the number using it after three months says everything.
- A report from an employee has somewhere to go. - A remark about what does not work enters the register and comes back with an answer - instead of turning into quiet avoidance.
Scope
What can be taken off change management
Twenty-one example tasks. Each one has a human approval point. Below is a selection, and the scope we fit to the scale of the rollout.
Change impact analysis
- The roles and processes covered by the change, set out
- Pointing out the groups whose work becomes harder (assessment: the specialist)
- Comparing the way of working before and after
- A list of stakeholders with their role towards the change
Communication
- A communication schedule by group
- Material matched to the group (content: the specialist)
- A register of the questions employees have asked
- Answers to the questions that repeat
- Pointing out the groups the communication has not reached
Training and support
- The list of people to train by role
- The status of the training and reminders
- Support material for the most common difficulties
- The questions put to support after the rollout, set out
Measuring adoption
- Usage of the new solution by department
- Pointing out groups using it only partly
- Comparing usage across successive months
- A signal about a return to the old way of working
Resistance and how it is handled
- One route for raising a difficulty
- Reports summarised by group and topic
- Pointing out reports that indicate a real obstacle (assessment: the specialist)
- A reply to whoever raised it
A day's work
Today
- You estimate the impact of a change from conversations with managers
- You communicate to everyone the same way
- You measure success by the number of people trained
- You learn that people went back to the old way a quarter later
- You hear about resistance in corridor conversations
- Employees' questions scatter across several people's inboxes
With AI assistance
- The impact of the change is calculated by role and process
- The communication is matched to the groups, and a group it has not reached is visible
- You measure adoption by usage rather than by the number of trainings
- A return to the old way of working reports itself as a signal
- Difficulties have a route for being raised and are summarised by group
- Repeating questions have a recorded answer
- Adoption of a change
fewer rollouts that end on paper
adoption is measured by usage rather than by a declaration
- Time to full usage
a shorter period of working both ways
difficulties are caught and handled early
- Visible resistance
resistance becomes information rather than an obstacle
a report has a route and an answer
- A change that lasts
fewer returns to the old way of working
a return is flagged rather than discovered
We start with the impact analysis, because without it the communication hits an average.
- Step 1
The impact of the change by role
Who, in what and how strongly will feel the change - with the groups that lose singled out.
- Step 2
Communication by group
The schedule, the material, visibility of what has reached whom.
- Step 3
Measuring adoption
Usage by department, a signal about a return to the old ways.
- Step 4
Reports of difficulty
A reporting route, summaries and answers. Last, because it makes sense once the change is live.
Common questions
Questions that come up at the first meeting
How is this different from training and internal communication?
Training gives a skill, communication gives information. Change management is accountable for whether people start working differently - and that usually depends on something other than knowledge, most often on whether the new way is better for them than the old.
Can a rollout be run by a smaller team?
Change management is entirely work with people and we do not touch that part - we touch the impact analysis, the chasing of communication and the measurement of adoption. In most companies this role is filled by one person alongside other duties, so the conversation is not about shrinking but about whether that person has time to talk to the groups that lose by the change.
Does this fall under the AI Act?
Supporting rollouts is not a high-risk use, but it is an area needing care. Usage data attributed to people and used for assessment would be employee monitoring. Our recommendation: measurement at the level of groups and departments, never at the level of names.
Still have a question that is not here? Book a call
Next step
What share of your team uses the solution you rolled out most recently?
We will show you what rolling out a change looks like when the impact is calculated and adoption is measured by usage.