Prosci vs Kotter vs Agile Change: Choosing an Approach
The framework selection meeting is a recognisable event. Someone has a preference from a previous employer, someone else has a certification, and a decision gets made that will shape how the next two years of change work is described. It matters less than the meeting implies. The evidence base does not support a strong claim […]
Lewin’s Change Model Is 80 Years Old. What Still Holds?
Unfreeze, change, refreeze. It is the first thing most people are taught about organisational change, it is attributed to Kurt Lewin, and it appears on more slides than any other idea in the field. There is a problem with it, and it is not the usual complaint that organisations never refreeze. Lewin does not appear […]
ADKAR Explained — and Where It Runs Out
ADKAR is the most widely used change model in corporate practice, and most of the criticism aimed at it is unfair. It is clear, it is teachable in an hour, and it directs attention at individuals rather than at programme artefacts — which is more than can be said for most of what it competes […]
How to Get Sales Managers to Reinforce CRM Adoption
Every CRM programme reports that the sales managers are bought in. They attended the briefings, they said supportive things in the kick-off, and none of them has objected. And every Monday, the pipeline review runs off a spreadsheet that a sales operations analyst prepares by exporting from the CRM and cleaning it up by hand. […]
Job Displacement Fear: How to Talk About AI Without Losing Trust
Every AI town hall contains the same sentence. This is about augmenting our people, not replacing them. It is usually sincere. It is also, to a room that has been reading the same headlines as everyone else, unverifiable — and the people saying it rarely have the authority to guarantee it eighteen months out. What […]
How to Assess Change Saturation Before ERP, CRM or AI Rollout
The rollout is approved. The date is set, the budget is committed, the vendor is engaged. Nobody has asked whether the teams receiving it can absorb another change this year, because that question is normally asked much later — after adoption disappoints, as a diagnosis. Asked before the decision, it changes the decision: what gets […]
How to Know Whether a Transformation Is Truly Embedded
A year after go-live, somebody asks whether the change has really stuck. The usual answer is a shrug backed by a usage figure. People are in the system, the numbers look acceptable, nothing has blown up. That is offered as evidence of embeddedness because no one has a test for it — “embedded” is used […]
How to Measure Whether Managers Are Ready to Reinforce the Change
The readiness pack says Manager readiness: amber. Underneath it is a survey that managers completed about themselves, asking whether they feel prepared to support their teams through the change. Seventy-one per cent said yes. That number is close to meaningless, and the reason is well documented. It is also fixable without much effort, because the […]
Manager Readiness: What Line Managers Need Before Go-Live
Three weeks before go-live, line managers receive a cascade pack. Twelve slides, a set of key messages, and a request to brief their teams by Friday. They are the group most responsible for whether the change holds, and the group told about it last. They are expected to answer questions they have not been briefed […]
Role Impact Assessment: How to Identify What Really Changes for Users
The impact assessment workshop runs for three hours. Process owners, a future-state slide, a facilitator with a template. Somebody writes: “Finance will use a new posting screen and a revised approval workflow.” Six months later, finance discovers that a third of month-end involves reconciliations, adjustments and chasing that appear nowhere in the new design, and […]