Change Management

The Mendelow Power-Interest Matrix is a stakeholder mapping tool that helps you work out who matters most during a change or project. It plots stakeholders by their level of power and interest so you can plan how to engage each group.

The Burke-Litwin Change Model maps how different parts of an organisation connect and influence each other during change. It helps leaders see which factors are driving performance and where to focus their effort for the biggest impact.

VUCA Prime is a leadership response framework for navigating Volatility, Uncertainty, Complexity, and Ambiguity. It pairs each challenge with a counter-strategy - Vision, Understanding, Clarity, and Agility - to help leaders act effectively in turbulent environments.

A strengths-based approach to organisational change. The 5D cycle - Define, Discover, Dream, Design, Deliver - helps teams build on what's already working rather than fixating on what's broken.

The ORCA framework helps you assess whether your organisation is ready for change by examining three dimensions - evidence, context, and facilitation.

The Bridges Transition Model focuses on the human side of change - the psychological transition people go through rather than the external change itself. It maps three phases: Endings, the Neutral Zone, and New Beginnings.

The Satir Change Model maps the emotional journey teams move through during change - from familiar stability through resistance and chaos to integration and a new way of working.

Lewin's Change Model breaks organisational change into three stages - Unfreeze, Change, and Refreeze. Before anything can shift, the conditions holding the current state in place need to soften. Then the change happens. And then the new patterns need to solidify, or the organisation drifts back.

Kotter's 8 Step Change Model is a structured framework for leading organisational change, from building urgency through to embedding new ways of working. It gives leaders a clear sequence to follow when the change is big and the stakes are high.

The ADKAR model is a five-stage framework for managing change at an individual level - Awareness, Desire, Knowledge, Ability, and Reinforcement. It helps organisations understand what people need at each point in a change process and where things are getting stuck.

The Change Curve maps the emotional stages people move through during organisational change, from shock and denial through to acceptance and commitment. It helps leaders understand where people are in the process and what support they need.

A problem statement is a clearly written summary of a problem you're facing, expressed in the simplest possible terms. It helps teams align around what they're actually trying to solve before jumping to solutions.

Change doesn't just affect what people do - it affects who they feel they are. Understanding the human experience of change helps leaders create conditions where people can adapt.

Your change initiative was well-planned, well-managed, and well-communicated. And it still didn't land. Here's what most change programmes overlook.

During change, the stories people tell each other matter more than the communications plan. How narrative shapes whether change lands or stalls.

Resistance to change isn't a problem to overcome - it's feedback about the conditions inside your organisation. Here's what different forms of resistance are trying to tell you.

The traditional approach to building a case for change relies on urgency and burning platforms. But urgency wears off, and fear creates resistance. This article explores a different approach - building a case for change that's rooted in honesty, shared understanding, and a genuine picture of what's possible.

How to assess whether your organisation is genuinely ready for change - looking at the whole system, not just the surface. Covers what to examine, how to gather honest insight, and how to use what you find to build a change plan that works with your organisation rather than against it.

Change fatigue in the workplace is growing fast. This article explores what's really driving it - not just the volume of change, but how organisations approach it - and what leaders can do to rebuild capacity without slowing down.

Change management and change leadership are often used interchangeably, but they're fundamentally different. This article explains what each involves, why the distinction matters, and how to develop both capabilities in your organisation.

A focused half-day for senior leaders sponsoring change. You will leave with clarity on your role, what your programme team needs from you, and a practical plan for how you will show up as a sponsor.

A two-day course for teams leading organisation-wide change programmes. You will build a structured approach to your specific transformation - connecting strategy to delivery across the whole system.

A one-day course for leaders who need to build support for change. You will leave with a completed case for your real initiative - and a clear plan for getting the right people behind it.

A practical course for managers supporting their teams through change. You will leave with a clear plan for how to lead your people through your specific transition - built during the session, ready to use the next day.

A two-day course covering the core frameworks and practical tools that make change succeed. You will leave with a change plan built from your real situation, ready to use.

A one-day course on using narrative to lead people through change. You will leave with a set of stories for your real change initiative - vision stories, bridge stories, and narratives that address resistance before it sets in.

Change management training for a housing association: practical programmes that built real capability for organisational change. Described as "a game changer".

Public sector change management case study: how change tools made the Water Framework Directive accessible to diverse audiences across Europe.