A complete and
comprehensive change
management model

6 best practice areas. 18 change management roles. 21 step-by-step change management processes. 100+ diagnostic, planning and implementation tools and templates.


Change Management Model

Changemethod is a change management model that helps you implement best practices on your projects: it combines in-depth, exhaustive research into factors driving organizational change success with the practical experience of people who have led and managed change projects of all types.

Can I use Changemethod with my existing project management methodology?

Changemethod is built upon project management principles so that it can be integrated with existing projects and programs using methodologies such as PMI and PRINCE2.


Shared Change Purpose

A change management strategy should be compelling and consistent with a vision of the future business environment, and the implications for the future state of the organization. 

The processes here aid clarity of thinking in this respect and define measurable targets for the change project or programme. It also offers an opportunity to collaborate with employees across the organization so that vision and strategy of the future state of the organization is a collective one. 

The visioning activity shouldn’t be undervalued as lightweight or unnecessary. At some point in the future, as the change programme progresses and we get into the nitty-gritty, you will be glad to have captured this reference point.

Key Change Question:

What do we think the future business environment will look like and how do we want to be as an organization in advance of reaching it?

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Visible Change Leadership

Change leadership is the ability of those who direct, plan, and guide the organization through changes in order to accomplish business goals. 

The change leadership processes help executives to effectively lead change at various levels of the organization. They help leaders to understand their roles and responsibilities and serve as role models for the desired behaviors in the workforce.

Successful change leaders create a shared vision for change, gain commitment to the change goals and lead their people through transformational change.

Key Change Question:

Who, from amongst or around us, will show the way and what qualities and capabilities will be required of them? 

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Visible Change Leadership

Smart Engagement and Communication


Communication, as a central part of change management, has almost become something of a cliche. Strip it all down to the bones, though, and we see identifying, communicating and ‘managing’ the commitment of key project stakeholders is a critical component to the success of any project.

The processes here aim to ensure the right message is delivered by the right people at the right time and using the most appropriate method.  Smart stakeholder engagement and communication makes clear what is happening, what is expected, how to get involved and can removes otherwise many unavoidable obstacles to change.

Key Change Question:

Which individuals or groups have the ability to help or hinder the change programme and what is the best way to identify, track and manage these relationships?

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Strong Individual Performance

Successful change typically involves changing the way people work, allowing for individual employees to adopt and and ‘own’ the new process, technology and ways of working required to bring about the organizational change.

Training and knowledge management ensures that all workforces impacted by the change have the requisite knowledge, skills and abilities required to deliver the change. Significant change may require training to support the behavioral or product elements of the change.

In addition, for the program to deliver upon its objectives, it is essential that a consistent performance management process is in place that provides easily understood standards of performance and behavior to be achieved by the employees affected by the change.

Key Change Question:

What incentives, skills and processes need to be in place for people to perform appropriately and effectively in the future state organization?

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Supportive Organization and Culture


Almost all change initiatives have some implication for the architecture of an organization, whether limited to reworking role descriptions following a process change or rolling out a whole new operating model to support the merger of two organizations

The processes contained within this best practice area define the implications of the change program for the organization structure, and aligns the organization to the future business processes.  It is used as a framework in which specific roles, jobs and teams will be defined. It serves as a basis to define the transition approach to the new organization structure.  Culture is simply the expression of the values of an organization, ‘the way we do things around here’, and as such can be the great, intangible ‘something’ that tips the balance of project into success or failure.

Key Change Question:

How should we arrange ourselves – our structure, processes and systems – to support the changed way of working? And what are the values, attitudes and behaviors we want to collectively embody?

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Meaningful Change Measurement

Successful change programs – the ones that deliver tangible value – tend to focus, early and consistently, on metrics that matter.

The processes here measure and track change progress to ensure the value described in the business case for change is being realized.  Value delivery is focused on post implementation of the cost reduction and  capability improvement initiatives and ensure that business processes or procedures are being followed in the most effective and efficient manner to deliver the targeted benefits.

Key Change Question:

What is the best way to track, report and realize the benefits intended?

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