Change & Organisational Transformation
Leading Change and Organisational Transformation
A five-day programme for the people accountable for making change stick. It treats adoption as the deliverable: stakeholder and impact analysis that locates where adoption will be won or lost, engagement designed to change behaviour, manager enablement as the primary channel, and measurement and reinforcement after go-live.
The business challenge
Why organisations commission this programme
Change initiatives are commonly delivered technically and fail behaviourally. The system goes live, the process is published, training is delivered, and the organisation continues as before — because the managers who had to reinforce the change were never equipped, adoption was never measured, and the initiative team disbanded at go-live.
Change initiatives are delivered technically and fail behaviourally: the system goes live, the process is published, and the organisation continues as before.
Who it is for
Participants
- Audience
- Change leads, transformation managers, sponsors, HR and operational managers leading change
- Recommended cohort
- 12 to 18 participants
- Prerequisites
- Current or imminent responsibility for leading, sponsoring or supporting a change initiative.
Outcomes
What participants will be able to do
- Build a change approach proportionate to the scale, impact and readiness of the organisation.
- Conduct stakeholder and impact analysis that identifies where adoption will actually be won or lost.
- Design communication and engagement that changes behaviour rather than informs about change.
- Enable and hold managers accountable as the primary channel of adoption.
- Measure adoption and reinforce change after go-live so that it persists.
Learning objectives
- Build change approaches proportionate to scale, impact and organisational readiness.
- Locate where adoption will actually be won or lost through rigorous stakeholder and impact analysis.
- Equip and hold accountable the manager population as the primary channel of adoption.
- Establish adoption measurement and reinforcement that continue past go-live.
Indicative content
Programme structure
Content is confirmed during design and adapted to your context.
Day 1
Why change fails, change models in practice, readiness assessment and the client's own change history.
- Why change fails
- Change models in practice
- Readiness assessment
- The client's own change history; baseline assessment
Day 2
Stakeholder and impact analysis, resistance, culture and the behavioural view of adoption.
- Stakeholder analysis
- Impact assessment by group
- Resistance and its legitimate forms
- Culture and behavioural view of adoption
Day 3
Communication and engagement design, manager enablement and change networks.
- Engagement and communication design
- Manager enablement
- Change networks and champions
- Message testing
Day 4
Transition planning, operating-model and process implications, and sustaining change after launch.
- Transition planning
- Operating model and process implications
- Training and capability requirements
- Sustaining change after launch
Day 5
Adoption measurement and reinforcement; applied change plan for a live initiative, with assessment.
- Adoption measurement
- Reinforcement mechanisms
- Applied change plan for a live initiative
- Assessment
Delivery and customisation
Configured around your organisation
- Typical duration
- Five days (three-day variant for change sponsors and leadership groups)
- Formats
- Classroom or blended
- Language
- English by default. Other languages subject to facilitator availability and materials translation, agreed during design.
How it can be tailored
- A live change initiative as the running case, with sponsor consent.
- The organisation's change history, including previous initiatives and their outcomes.
- Client stakeholder landscape, communication channels and manager population.
- A three-day variant for sponsors and leadership groups rather than practitioners.
- Integration with the client's existing change methodology where one is mandated.
Methods
- A live client initiative used as the running case across the week, with sponsor consent.
- Honest review of a previous change in the organisation, including what did not work and why.
- Manager enablement practice, including the conversations managers will actually have to hold.
- Adoption measurement designed and tested for whether it could be collected in practice.
Materials, assessment and completion
Materials
- Participant workbook containing session content, frameworks, exercises and space for applied work.
- Client-contextualised case material and scenario packs used during the programme.
- Job aids, checklists and templates designed for use in the role after the programme.
- Assessment instruments and the marking criteria applied to them.
- Individual action plan template and a manager briefing note.
- Impact assessment template, stakeholder mapping tool, manager enablement pack and an adoption measurement guide.
Reinforcement
- Individual action plans agreed during the programme and shared with line managers where the client permits.
- Manager briefing material setting out what was taught and what should be reinforced in the role.
- Toolkits and templates issued in editable form for continued use.
- Follow-up session at 30, 60 or 90 days where commissioned, reviewing action-plan progress and obstacles.
- Review of the live initiative's adoption measures at 60 to 90 days against the plan produced, where commissioned.
Completion
- Attendance at no less than 80 per cent of scheduled contact time, recorded daily and reconciled against the registered cohort.
- Participation in the assessed practical components of the programme.
- Submission of the assessed work product and the individual action plan.
- Achievement of the assessment threshold where the client sets one; where no threshold is set, results are reported without a pass or fail determination.
Participants who meet the completion criteria receive a Knull certificate of completion recording the programme, dates, duration, content covered and, where assessed, the assessment outcome. Knull does not award accredited or regulated qualifications and does not hold third-party training accreditation. Attendance and assessment records are retained under the engagement terms and provided to the client with the completion report.
| Component | Weighting | Basis |
|---|---|---|
| Baseline and post assessment | 25% | Knowledge and judgement instrument administered before and after, reported as learning gain. |
| Change plan | 45% | Proportionality, rigour of impact analysis, quality of manager enablement and realism of the transition approach. |
| Adoption measurement design | 20% | Whether the measures reflect behaviour, can be collected, and trigger a defined response. |
| Individual action plan | 10% | Specificity and realism of committed changes to the participant's own practice. |
Next step
Make it fit your organisation
Dates, cohort, format and fees are agreed in a proposal once scope is defined. To register interest in a closed cohort, use a corporate booking request — Knull reviews every request; it is not a confirmed reservation.
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Discuss this programme for your organisation
Tell us about your priorities, capability gaps or business challenges. We'll help identify an appropriate next step.