Help your people put change into practice.
A new strategy, process, or operating model only works when people understand what it means for their daily work. Without clear responsibilities and support, teams may continue using different approaches.
We help leaders involve the right people, explain the change clearly, and support teams as new ways of working are introduced and reviewed.
When this service can help
A new direction has been agreed, but teams are unclear about what changes for them.
Managers need support to communicate decisions and answer questions.
Different teams are adopting a new process in different ways.
A rollout is complete, but the intended practices have not become routine.
THE OUTCOME
A clearer path from decision to practice.
Give leaders and teams shared expectations, practical support, and a way to review how the change is working.
How we support change
We work with leaders and the people affected by the change. The approach reflects the size of the change, the teams involved, and what is already in place.
01
Understand the change
Clarify what is changing, why it matters, who is affected, and what has already been communicated or introduced.
02
Listen and align
Speak with leaders and teams about responsibilities, concerns, and obstacles; agree the expectations that need to be shared.
03
Prepare people to act
Develop practical communications, manager guidance, and support suited to the work people need to do differently.
04
Review and adjust
Use feedback and agreed measures to check adoption, address obstacles, and refine the approach with the people involved.
What you receive
The final outputs depend on your project. A typical engagement can include:
A clear summary of the change and its implications for affected teams.
A view of key people, responsibilities, and dependencies.
A practical plan for communication, manager support, and implementation.
Agreed feedback and review points to track adoption and address issues.
The support can include workshops, manager check-ins, or rollout reviews where agreed. Adoption depends on the change, the people involved, and continued follow-through.
How Convergence put a new model into practice
Convergence had introduced a shared operating model across locations, but teams were still using a mix of old and new practices. We worked with leaders and local managers to clarify essential workflows, introduce check-ins, and address obstacles.
Over 90 days, adoption of the agreed workflows increased from 58% to 89% — an improvement of 31 percentage points.
