Stakeholder engagement & change management
Prepare people for changes to systems, processes or responsibilities. We assess who is affected, plan engagement and support, and help the team monitor adoption after implementation.
How we can help
Introducing a new system or process changes daily work. People may need different skills, new information or a clear explanation of who now makes a decision. We help organisations understand these changes early and plan the communication, involvement and practical support required by the people affected.
The work includes stakeholder mapping, change-impact assessment and adoption planning. We speak with the team about expected difficulties and consider feedback from users and other affected groups. The resulting plan gives managers specific responsibilities before and after implementation, with measures that help them see whether people can use the new arrangements effectively.
When this may be useful
- A new system or process is being introduced across teams with different working practices and support needs.
- Stakeholders have conflicting expectations, or staff are uncertain about how their responsibilities will change.
- An implementation has gone live, but usage, confidence or consistency remains below the organisation's expectations.
What the work involves
Map the people affected
Identify stakeholders by their role, influence, interest and exposure to the change. Record the decisions, information and involvement each group needs, including people who may be affected indirectly through changed handovers or service arrangements.
Assess the practical impact
Review how tasks, roles, systems and skills will change. Discuss these effects with relevant managers and users to identify gaps in readiness, workload concerns and dependencies that the implementation plan needs to address.
Plan communication and support
Develop key messages, communication channels and an engagement schedule. Plan training, manager briefings and user support around what different groups need to do, with clear ownership for answering questions and addressing concerns.
Monitor adoption and follow up
Agree measures such as usage, task completion, error patterns and user feedback. Review the findings after implementation, identify where additional support is needed and help managers reinforce the working practices the change requires.
How the assignment runs
Understand the change
Discuss the intended change, the implementation plan and the groups likely to experience it differently.
Listen and prepare
Gather practical concerns, assess readiness and develop communication and support activities with the responsible managers.
Support implementation
Coordinate the agreed engagement activities and help the team respond to questions and emerging adoption difficulties.
Review use in practice
Assess the agreed measures and feedback, then recommend adjustments to support, processes or communication.
What to prepare
These details will help us understand the starting point and agree a useful scope:
- Description of the change and the intended implementation plan
- Affected teams, stakeholder groups and current responsibilities
- Existing feedback, training materials and communication plans
If some information is still being developed, we can discuss what is available in the first conversation.
Questions about this service.
For anything specific to your organisation, get in touch. We can discuss the requirements before you decide on an engagement.
When should stakeholder engagement begin?
Begin while important design and implementation decisions can still be informed by the people affected. If the project is already under way, we can assess current readiness and prioritise the engagement still needed.
How do you respond to staff concerns?
We establish what the concern refers to and whether it reveals a practical problem, an information gap or a disagreement requiring a management decision. Responses and ownership are recorded so that feedback receives a clear follow-up.
How can we tell whether the change is being adopted?
We agree measures linked to the work itself, alongside feedback from users and managers. Attendance at training is useful information, but it should be considered with evidence of how people perform the changed tasks.
Let’s talk about what you need.
Share a little about your project, the challenge you are facing and where you would like some help.