Projects are also likely to be working independently of each other and change activities are not aligned or supporting the work of other initiatives. There is no single change management approach, methodology or tools available. You’ll also notice that key performance indicators are typically financially driven with little to know ‘people’ measures or outcomes driving the business case.

The most obvious change management aspects visible in this stage of maturity is the emergence of focussed project-related communication and training activities.

Everyone starts their change management journey somewhere.

Most organisations start with improving their focus on communication and training. At this point of change management capability, communications are quite ad-hoc and are built by individual projects. Business areas are squarely focussed on their business-as-usual activities and provide limited support to change efforts.

Getting your foundational skills in designing effective communication and stakeholder engagements takes you leaps and bounds towards creating amazing change management outcomes for your project or organisation.

Many projects treat training as a once off activity supported by quick reference guides and maybe a few videos stuck somewhere on the intranet.

Communication and Training are two of the four facets of Tactical Change in the Peak Change Blueprint.  The Tactical Change Facet of the Peak Change Blueprint defines the fundamentals and day-to-day tactics we use in business, project, program and portfolio change. These are the key skills that make the difference between a good change management practitioner and a great change management professional.

Building your foundational skills in Tactical Change makes the transition to higher maturity levels easier for you as a practitioner and your organisation. Find out more about developing your Tactical Change Skills.