Calling Time On Change Management...

Change Management is essential in any transformation project, but when is change management effort most effectively applied? Gartner suggests that 50% of total change effort could and should be undertaken before implementation begins. But is this truly an accurate representation of the effort required before versus during implementation?

In this paper, we explore whether this is accurate. We will explain key change deliverables that will mitigate project risk and examine what actions can be taken during the pre-implementation phase. Additionally, we will suggest why industries are increasingly investing in pre-implementation (Phase Zero) projects to reduce the common risks associated with implementations, allowing them to focus change efforts more effectively when it comes to delivery.

Research from PROSCI indicates that organisations that prioritise change management in their projects are seven times more likely to achieve successful change adoption. However, this success largely depends on when and how change efforts are integrated within the project timeline. Starting change management early significantly boosts the odds of transformative success. No doubt about it!

Technical decisions that shape change often begin during Phase Zero but are solidified during the implementation design phases. This raises the question: How much change effort should be allocated before versus during implementation? According to Gartner, up to 50% of the total change effort can be allocated before implementation (for HR Projects).

Therefore, it is no coincidence that many businesses are now turning to system-agnostic consultancies to guide them through pre-implementation changes to mitigate risks and prepare their projects for success. Rather than being optional, this now seems to be an essential ingredient to project readiness. Indeed, a 2012 study by the Project Management Institute (PMI) found that planning quality positively correlates with project success. This reinforces the notion that the earlier we can prepare for change the better the chances of success.

Phase Zero Change Management

While certain change management activities are best carried out during implementation, others can (and should) be initiated earlier, during Phase Zero, which will de-risk the implementation phase. To ensure a successful project, which ‘does change well’, consider completing the following key activities before proceeding into implementation:

1. Establish Clear Vision and Goals

   Clearly define what the business aims to achieve through the transformation. This vision and set of goals should be front and centre of programme delivery. Many projects fail because they lack this clarity from the outset.

2. Perform a Provisional Change Impact Assessment (CIA)

   Utilising best practice methods such as key design decisions, process maps or demos of ‘out of the box’ system functionality, create an assessment of change based on organisational ambition. The CIA will help colleagues to understand the scope and scale of change and will inform a strategy that targets the best change interventions, whilst also providing priorities and focus areas to the change project team during implementation.

3. Align Leadership

   Involve key leadership stakeholders from the outset. Use a strategy map to prioritise the programme’s goals, incorporating leadership’s desires early on. This is an excellent chance to introduce crucial mindset philosophies, such as the SaaS Mindset™. Gaining the support of leadership, even those not directly affected, is crucial, as their backing can determine the success or failure of the project.

4. Map Personas

   Define personas that represent key user groups, highlighting their pain points and perspectives. Make sure to articulate the "why" behind the change being suggested - what is in it for them? This will help everyone involved understand the benefits of adopting the solution.

   
   

While pre-implementation change activities will provide a valuable head start, they must be carefully structured to remain relevant and connected to later phases of the project. Change management efforts that are too far removed from execution risk being disconnected from the realities of implementation.

The above are some key deliverables, but more can be done in this phase before project delivery begins, such as:

• High-Level Plan​s

• Stakeholder Map ​

• Project Governance Setup and reporting

• Organisational Design (Target Operating Model)​

• High-Level Benefits Capture

• Strategic Narrative

• Business Case​

Implementation Change Management

Pre-implementation efforts must transition into the implementation phase to maintain momentum and reduce overall change effort. Traditional change management activities should continue, building on the foundation laid in Phase Zero. A combined approach—aligning early planning with execution—results in more effective communications, training, and adoption strategies. Companies engaging in pre-implementation planning are twice as likely to achieve superior performance across financial metrics, according to McKinsey. Investing in early-stage change management reduces risk and enhances project outcomes.

Change management is vital for the success of any project and the earlier you start, the more successful you will be. Veran’s Phase Zero guides organisations in reducing time, cost, and risk during implementation while initiating relevant change activities to engage your people, enable benefits, and maximise the chances of project success. Sign up to our Phase Zero webinar on the 'Do's and Don'ts of Preparing for Tech Transformation' to learn more. If you’d like to talk about Change in your organisation, email contact@veranperformance.com.