Category: Blog

For too long, change management has been misunderstood. Often dismissed as a “soft science” – an overhead at best, a barrier at worst. In boardrooms, it’s the first line item cut when budgets tighten. But this view isn’t just outdated – it’s dangerous.

At Change Specialists, we know that change management is not about posters and PowerPoint decks. It’s the bridge between intent and outcome. Without it, adoption stalls, alignment falters, and transformation fails to deliver its impact.

This blog post will explore why many change initiatives falter and how a proper capability assessment can be the difference between lasting impact and costly disappointment.

The Reality: Results, Not Ritual

The biggest misconception about change management is that it’s about glossy comms campaigns or stakeholder mapping exercises. In truth, it’s about operational continuity and strategic transformation.

You can invest in the smartest systems, the sharpest strategy, and the most capable delivery team, but if people don’t understand the change, your project will fail.

Change Management Is Strategic, Not Soft

True change management is a strategic discipline that works across leadership, operations, comms, and HR to shape the one factor that determines whether a transformation sticks or slides:

Our team delivers structured interventions that:

• Surface resistance before it becomes a blocker
• Build readiness for adoption
• Convert strategy into measurable action

Risk or Reward?

We often hear: “We can’t afford to bring in change support.”

Our answer: Can you afford for this not to land?

Change management is risk mitigation. It prevents rework, reduces friction, accelerates ROI, and creates the conditions for adoption. Without it, delivery success becomes a matter of hope – and hope is not a strategy.

From Friction to Flow

Poor change management creates noise. Great change management creates clarity and flow – across teams, up through leadership, and out to end-users.

It aligns effort, accelerates momentum and connects strategy to the people who bring it to life.

Our Role at Change Specialists

Providing expert change capability to help organisations deliver transformation that sticks. alongside delivery teams, PMOs, and boards, we ensure that the investment made in transformation delivers the commercial outcomes it was intended to achieve.

Change doesn’t succeed by chance. It succeeds by design.

Contact me, John Dean, or the wider team at Change Specialists – all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn.

You can Follow Change Specialists to access further tips to support successful project management.

At Change Specialists, we often see businesses dive headfirst into ambitious transformation programmes only to hit unexpected walls. The vision is clear, the plans are sound, and the energy is high. But here’s the question too few leaders stop to ask: Is your business truly ready for transformational change?

This blog post will explore why many change initiatives falter and how a proper capability assessment can be the difference between lasting impact and costly disappointment.

Why Assessing Capability Matters

Organisational capability needs resources or funding, but it’s also a holistic understanding of people, processes, culture, and leadership readiness. Ignoring capability assessments often results in mismanaged expectations, resistance, increased costs, delays, and ultimately, unsuccessful change.

A clear assessment of capability:

• Provides clarity about the strengths and weaknesses within your organisation.

• Aligns change initiatives with your strategic objectives.

• Enables proactive management of risks and obstacles.

• Needs realistic expectation-setting from board level downwards.

Assessing Capability – What are the key factors

An effective capability assessment looks at:

Leadership Alignment & Commitment: Are your senior leaders aligned with the change vision? Do leaders actively communicate and support the change?

Cultural Readiness: Is the current culture open or resistant to change? Have past changes been managed successfully or poorly?

Employee Engagement: Are your employees informed and involved? Do they have confidence in management’s commitment?

Real-World UK Examples: Success and Failure

Success Example – British Airways: In 2011, British Airways initiated a large-scale customer-experience transformation programme. They invested significantly in assessing organisational readiness, ensuring leadership alignment, employee engagement, and rigorous governance. As a result, the company successfully improved customer satisfaction scores and operational efficiency, significantly improving brand perception and profitability.

Failure Example – NHS National Programme for IT : The infamous NHS NPfIT serves as a cautionary tale. Despite a well-funded, ambitious plan, the NHS significantly underestimated internal capability and cultural resistance. Poor employee engagement and misaligned leadership, as well as inadequate change governance led to widespread rejection of new systems, which was costing taxpayers billions and leaving lasting organisational scars

Best Practice Recommendations

• Early Engagement: Assess capability before committing resources and setting expectations.

• Continuous Evaluation: Regularly revisit capability assessments throughout the change lifecycle.

• Transparency: Openly communicate assessment outcomes and improvement actions to build trust.

• Capability Building: Investing proactively in training and external expertise when gaps are identified.

What Next?

Understanding your organisational capability is vital for achieving transformational success. At Change Specialists, we prioritise capability assessment in our advisory work to equip our clients for sustainable transformation

Contact me, John Dean, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

Artificial Intelligence is no longer knocking at the door of IT and change leadership, it has kicked it wide open. AI is reshaping the CIO agenda, and that’s a good thing!

For CIOs and change leaders raised on traditional programme delivery and structured governance models, this moment may feel like a seismic shift. And it is. But let’s be clear: it’s also a welcome and long overdue disruption.

The AI Wake-Up Call

For too long, transformation programmes have been bogged down by poor data visibility, stakeholder fatigue, and the grind of manual governance. AI is sweeping away much of that friction. With machine learning and intelligent automation, CIOs refocus on what really matters: value creation, culture, and innovation. Tasks that once took months, such as large scale programme reviews, can now be completed in days, sometimes even hours, thanks to AI-powered tools. This isn’t speculative; it’s happening right now for CIOs who are leaning in.

Meet the New CIO: Chief Intelligence Officer

The CIO of today must evolve into the “Chief Intelligence Officer”, someone who is as comfortable talking business outcomes as they are interpreting data models. AI isn’t just a tool; it’s a shift that demands a new mindset.

Gone are the days when IT’s main focus was infrastructure and uptime. In organisations embracing AI the focus is shifting to customer experience, predictive capabilities, and preemptive risk management. It’s no longer about output; it’s about outcomes, and that changes everything.

What AI Means for Change Management

At Change Specialists, we don’t deliver change – we equip clients to own it. And with AI in the mix, that capability is becoming more powerful than ever.

AI is transforming how change is understood, measured, and sustained. Tools that analyse user adoption in real-time, sentiment tracking across communication channels, and intelligent resistance mapping are making change leaders far more informed and far more effective.

Training and communications are still crucial. However, today’s successful change strategy is built on insight, not instinct.

Three Shifts CIO’s Should Welcome

• From Governance to Guidance. AI takes care of the controls, freeing CIOs to steer the business based on predictive insights and scenario planning, not just backward looking RAG reports.
• From Process to Experience. AI enabled workflows allow transformation teams to design around people, not systems. The result? Better adoption, lower resistance, and faster time-to-value.
• From Capacity to Capability. It’s no longer about how many people you have but how well equipped they are. AI tools are now both accessible and scalable, making it easier than ever to build inhouse capability.

Will AI Replace Change Experts? Not Quite

There’s a misconception that AI will make change consultants obsolete. In truth, it will highlight the difference between those who drive value and those who merely document it. And frankly, we welcome that distinction.

At Change Specialists, we’ve always focused on empowering clients with the tools, insights, and confidence to lead transformation from within. AI doesn’t replace that mission – it supports it.

Final Thought
AI is not a silver bullet, but it is a powerful catalyst. For those willing to rethink the role of CIOs, change managers, and technology itself, this is not a threat. It’s an opportunity.

And the smart ones are already making the shift.

John Dean, CEO at Change Specialists

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

Viewing uncertainty as opportunity is a trait displayed by leaders who know how to thrive through change. At Change Specialists, we work alongside organisations at critical inflection points. What we see is that leaders who thrive are those who view change not as disruptive but as a catalyst for renewal. What sets them apart is resilience, clarity of purpose, and the ability to adapt without losing direction.

As we navigate global instability, as well as policy flux, businesses require resilient leadership.

Resilient Leadership In Action

Resilient leaders keep their nerve when others flinch. Consider Carolyn McCall, CEO of ITV. When the broadcasting industry was upended by COVID-19, she doubled down on digital investment and pivoted content strategy to accelerate ITVX. Her leadership stabilised the business and positioned the company for growth in a rapidly shifting landscape.

Contrast that with organisations paralysed by indecision or over-reliant on “the way we’ve always done it.” Resilience is about calculated courage and refusing to let fear dictate pace.

Strategic Adaptation Over Reactive Chaos

Adaptation should be deliberate, not desperate. Take the example of Rolls-Royce. Faced with reduced demand in civil aviation, it restructured operations and diversified into low-carbon technology. Strategic decisions were made with long-term direction in mind to lead future sectors.

In our client work at Change Specialists, we often support organisations during post-merger integration or major programme reset. The most effective leaders we encounter are those who manage transition with both hands: one steady on the tiller, the other adjusting the sails.

Innovation Born From Crisis

Innovation does not flourish in comfort. Crisis forces clarity. The COVID-19 response by the NHS, including the development of virtual wards and expanded use of AI in diagnostics, demonstrated how necessity accelerates change that should have happened years ago.

As one NHS Digital leader remarked during a programme we supported: “We didn’t break the rules, we stopped hiding behind them.”

This attitude, forward thinking and pragmatic, is what more UK leaders need to adopt in facing future challenges, from Net Zero transformation to digital disruption.

Understanding The Policy And Economic Backdrop

The UK policy environment is volatile: shifting fiscal strategies, evolving regulatory burdens, and divergent regional investment. Recent ONS data shows business investment rising again after years of stagnation, yet confidence remains fragile.

Leaders who thrive pay attention to the signals beneath the noise. They read the Bank of England’s positioning as context for strategic timing. They also recognise that government reform agendas, digital procurement frameworks like G-Cloud 14, are opportunities for those ready to move, not excuses for delay.

Turning Insight Into Action: Case Study

A UK-based infrastructure client of ours was caught mid-programme during a government funding pause. Rather than stall, their leadership team supported by us restructured delivery around outcome-based milestones, engaged local authorities proactively, and secured private partnership funding. They gained programme continuity which led to expanded stakeholder buy in and future resilience was built into their operating model.

As Churchill once said: “To improve is to change; to be perfect is to change often.”

John Dean, CEO at Change Specialists

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

UK businesses have been faced with an uncomfortable reality: change is no longer an option but a necessity. Are you reaping the rewards of transformation?

Pessimism often accompanies transformation, however evidence shows embracing change early has positive results have thrived. Those that took a proactive stance on agility, particularly by investing in remote work infrastructure and cloud technologies, are now reaping measurable rewards. This isn’t theoretical optimism. It’s borne out by performance data.

Agility Builds Resilience

The current operating environment can be volatile. Resilience is built on agility, the ability to pivot, adapt, and reconfigure resources quickly in response to disruption is key.

A recent McKinsey study found that UK firms in the top quartile for digital maturity were twice as likely to report productivity gains of more than 25% since 2020. Employee retention rates also saw an increase of 15–20% among companies that offered flexible working arrangements backed by robust cloud platforms and digital workflows.

Investing early in adaptability led to more stability in supply chain, reduced labour shortages. That is no accident; it’s good change management.

What Did The Winners Do Differently?

· BT Group: Years before the pandemic, BT made strategic moves to decentralise its operations and digitise internal services. When lockdown hit, the organisation mobilised within days to enable 95% of its workforce to operate remotely with minimal disruption. This improved employee engagement, sustained service levels, and accelerated the rollout of next-generation services.

· Capita: In contrast, Capita’s lack of early investment in digital infrastructure saw it scramble to retrofit remote working during the crisis. It lost ground, and morale took a hit. Recovery came, but only after considerable cost and time investment.

With strategic foresight, the winners viewed transformation as capability, as something to be continuously nurtured, rather than an isolated IT project or a corporate initiative that only existed in PowerPoint.

Why Does This Matter Now?

We are entering an era where business-as-usual no longer exists. Climate challenges, inflationary pressures, cyber threats, disruption, political instability are all unpredictable. Collectively these challenges form the new normal.

For our clients at Change Specialists, the message is consistent: transformation pays off when it is built into the fabric of how an organisation operates. We see that organisations reaping the benefits today are those that welcomed cloud-first strategies to enable speed, scalability and resilience and integrated change capability into their leadership and project teams, as well as their IT departments.

What About The Human Factor?

While technology was the enabler organisations that succeeded placed just as much emphasis on communication, team dynamics, and leadership development to ensure that they are truly reaping the rewards of transformation.

All transformations need people who are equipped and trusted to make change stick. That is why firms that invested in strong communication, coaching, training and engagement are seeing the strongest long-term outcomes.

What You Should Be Asking Yourself?

If your business is still struggling to embed agility, ask yourself:

Are your digital tools genuinely supporting productivity, or are they distractions?

Is your workforce structured to flex with demand?

Do your teams own the change, or are they simply enduring it?

John Dean, CEO at Change Specialists

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

In the world of change management, we hear all sorts of assumptions – but what really drives change success?

At the core lies a holistic approach, one that considers people’s feelings, involves them at every level, and moves through the stages of adaptation.

It’s clear that there are assumptions, or myths, as to what really drives change success.  This blog post explores some common myths in change management and highlights what really drives success.

Myth 1: “Change Management is Just About Communication”

Communication is crucial, but it’s only one piece of the puzzle. Many think that if you communicate well, you’ve ticked the change management box. But effective change requires a multi-faceted approach that goes far beyond sending out emails or holding meetings. Communication must be paired with engagement, training, support systems, and a clear vision of the change’s impact on people’s roles.

Truth: Effective change management involves a balanced approach—addressing mindsets, behaviours, skills, and resources to truly embed change. Communication opens the door, but support keeps people moving through it.

Myth 2: “Resistance to Change is Always Negative”

Resistance is natural, and sometimes even beneficial. It’s easy to label resistance as a roadblock, but it’s a valuable feedback mechanism. When people push back, it often signals genuine concerns, overlooked risks or gaps in understanding. Listening to resistance and understanding its roots can help refine the change process so it’s more inclusive and effective.

Truth: Resistance can provide critical insights to help shape the change in ways that increase its chances of success. Effective change managers take on resistance as part of the journey, not as an enemy to defeat.

Myth 3: “Change Happens Overnight”

Sustainable change takes time, and often a lot of it. While some organisations push for quick transformations, change that lasts doesn’t happen in an instant. There’s a common misconception that once a decision is made or a change is announced, it’s ‘job done.’ But real change takes root gradually, often through trial, adjustment, and ongoing support.

Truth: Successful change is about patience, perseverance, and continuous feedback loops which are needed to make change truly stick.

Myth 4: “Only Leadership Drives Change”

Change is everyone’s responsibility. Leaders play a critical role in setting the vision, but successful change relies on buy-in and action at all levels of an organisation. Frontline employees often have the most direct insights into the practicalities of a change and are essential in making it a reality.

Truth: Effective change requires a collaborative effort. Listening to ideas from employees, and involving them in the process builds ownership and turns a top-down mandate into a shared mission.

Myth 5: “Change Management is Only Needed for Large-Scale Transformations”

Change management is valuable for changes big and small. While large transformations require substantial change management, even small changes can benefit from structured approaches. Whether it’s a new software rollout or a minor process update, guiding people through change helps with smooth transitions and better adoption.

Truth: Change management practices scale to fit the need. Even small adjustments, handled thoughtfully, can significantly impact engagement and effectiveness.

Myth 6: “Once People Are Trained, Change is Complete”

Training is the start, not the finish line. Many organisations assume that once training is complete, the job is done. But training is just the initial step. Implementing change requires follow-up, ongoing support, and often a period of adjustment. This process allows people to apply what they’ve learned and feel confident in their new way of working.

Truth: Change is fully embedded when people are supported beyond training so they can adopt and sustain new behaviours and approaches.

John Dean, CEO at Change Specialists

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

Balancing digital innovation with the human touch is essential for creating meaningful and effective experiences in today’s tech-driven world. It’s all about striking the right balance. This blog from Change Specialists CEO, Jon Dean, explores why technology should enhance, not replace, human connections.

As companies embrace AI, automation there is some concern as to how to maintain the human touch that is so key to building trust, loyalty and authentic customer relationships.

The key lies not in choosing one over the other but in striking the right balance. Technology should enhance, not replace, human connections. Here are some real-world examples of businesses that have successfully integrated digital innovation while preserving the human element.

There are some fabulous examples of businesses that have successfully integrated digital innovation while preserving and allowing more time to enhance the human element.

Starbucks: Personalisation Meets Efficiency

Starbucks has masterfully blended technology with personal service. Its mobile app, powered by AI, streamlines ordering and payment, making transactions quick and convenient. The app uses data to offer personalised drink recommendations based on customer preferences. However, Starbucksdoesn’t let technology overshadow the human experience. Baristas still greet customers by name, write personal messages on cups, and create a welcoming environment in stores. The technology handles efficiency which allows staff to focus on meaningful customer interactions.

John Lewis: Blending Digital and Personal Advice

John Lewis, a UK retail icon, integrated digital tools into its customer journey without losing the personal touch. Their virtual styling appointments and video consultations offer expert advice online, replicating the in-store experience. Customers can interact with knowledgeable staff, receive tailored recommendations, and feel valued, all from the comfort of their homes. The technology facilitates access, but it’s the human expertise that makes the experience memorable.

Monzo: Digital Banking with a Human Voice

Monzo leverages technology to simplify banking. Its app provides real-time spending notifications as well as budgeting tools and seamless transactions. What sets Monzo apart is its approach to customer service. While many banks rely heavily on automated responses, Monzo makes sure that customers can reach people quickly when needed. Their friendly, empathetic support team creates a sense of trust, proving that human connection is vital.

Lessons for Businesses

· Use Technology to Enhance, Not Replace: Automation can handle routine tasks, freeing up human resources for complex, relationship-focused activities.

· Personalisation is Key: Data and AI can deliver personalised experiences, but genuine connections come from human empathy and understanding.

· Maintain Human Accessibility: So customers can easily reach real people when they need support, especially in sensitive situations.

· Empower Employees: Equip staff with digital tools that enhance their roles rather than diminish their value.

Digital innovation and human connection are not mutually exclusive. When integrated thoughtfully, technology can enhance the human experience, making businesses more efficient and customer centric. The future is about blending them seamlessly to create meaningful, lasting relationships.

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

Economic uncertainties, social shifts, and technological advancements are reshaping industries at pace. Now, more than ever, embracing trends to stay ahead in a complex world is essential for organisations to thrive and to go beyond survival; they must position themselves to outperform their markets by embracing the latest trends and rethinking traditional models.

In this blog post our CEO John Dean shares practical steps to stay ahead.

The Rise of Data Driven Decision Making

Decision making driven by data has become a cornerstone for organisations aiming to stay competitive as the days of intuition led business decisions are fading.

Data provides actionable insights that help organisations predict trends as well as identify opportunities and mitigate risks. According to a study by McKinsey, data-driven organisations are 23 times more likely to acquire customers, 6 times more likely to retain them, and 19 times more likely to be profitable.

· Equiping your organisation with the tools and platforms to interpret data.

· Encouraging teams to leverage data in their daily decision making processes.

· Ensuring that the data collected is accurate, relevant, and timely.

Adopting a Skills Based Enterprise Model

Traditional job roles and hierarchies are becoming less effective in addressing modern challenges. The shift to a skills based enterprise model means organisations can focus on capabilities rather than rigid job descriptions.

A skills based approach allows for greater agility, as employees are deployed based on their expertise and the needs of the organisation. This model also supports upskilling and reskilling initiatives so the workforce remains future-ready.

· Understanding the current capabilities within your organisation and identify gaps.

· Breaking down silos and create cross functional teams that can tackle complex challenges.

· Providing employees with opportunities to acquire new skills and advance their careers.

Leveraging Emerging Technologies

From AI and machine learning to blockchain and the Internet of Things, emerging technologies are transforming industries.

Organisations that harness these technologies gain a competitive edge by automating processes, enhancing customer experiences, and unlocking new revenue streams. For instance, AI-powered analytics can help identify patterns and trends that human analysis might miss.

· Identifying areas where emerging technologies can add the most value to your business.

· Collaborating with technology providers or start ups to accelerate adoption.

· Continuously monitor technological advancements and remain at the forefront of innovation to stay informed.

Building a Resilient and Adaptable Workforce

These are critical traits for navigating today’s complexities. Organisations should work to foster these qualities within their teams if they want to maintain agility. A resilient workforce can weather disruptions while maintaining productivity and morale. Adaptable employees are better equipped to embrace change.

· Promoting a culture where learning from failure is embraced will encourage a growth mindset .

· Prioritising mental and physical health will support wellbeing will equip employees to face challenges.

· Investing in tools and practices that facilitate seamless communication and teamwork will enhance collaboration.

Contact John, or connect with him on LinkedIn.

Follow Change Specialists for further tips to support successful project management

Whether change is driven by technology updates, shifts in the market, or internal restructuring, organisations must constantly adapt to stay competitive. However, the high cost of poor change management – both visible and hidden – can drain resources and demoralise teams. In this blog post from Change Specialists CEO John Dean, he breaks down the tangible and intangible costs of ineffective change management and explores practical ways to mitigate these risks.

Financial Costs

Start with a comprehensive diagnostic assessment to understand the project’s current status and
identify key issues and risks. Involve all stakeholders to ensure a holistic view.

When a change initiative goes off the rails, the financial repercussions are often the most obvious. Delays, impact on budgets, and wasted resources can quickly turn what seemed like a strategic move into a financial burden.

According to a study by McKinsey, 70% of change initiatives fail to achieve their goals, often due to ineffective management. The associated costs can include:

Rework & Project Overruns: Budget projections spiral when initiatives are restarted or corrected due to poor planning or implementation.

Lost Productivity: When employees are confused, resistant, or unsure of their roles, productivity takes a nosedive, affecting business performance and revenue generation.

Missed Opportunities: Failed change initiatives often delay opportunities for growth and new product or service launches.

Solution: Robust Planning & Metrics

To avoid financial pitfalls, invest time in detailed planning, stakeholder mapping, and clear success metrics from the outset. Proactively monitor progress and remain flexible to adjust course as needed.

Cultural Costs

A poorly managed change initiative can negatively impact company culture. Employees often bear the brunt of sudden or mismanaged change which can result in stress, disengagement, and a loss of trust in leadership.

When change feels imposed, employees may experience uncertainty, and this may lead to increased absenteeism. These human costs weaken overall company culture.

Solution: Transparent Communication and Employee Involvement

Communicate openly and consistently throughout the change journey. Listen to employee concerns to involve them in the process and show empathy for how the change impacts their daily lives. When people feel heard and valued, they are far more likely to engage positively with change.

Operational Costs

When change management is ineffective, business operations can be severely disrupted. Processes may break down meaning teams can lose cohesion, and critical workflows can grind to a halt – all of which hurt productivity and customer satisfaction.

Poorly implemented technology changes, for example, can lead to things like customer service failures, or data breaches, of which can have lasting impact.

Solution: Phased Implementation and Continuous Support

Roll out changes in manageable phases, allowing time to test and adapt before full-scale implementation. Offer continuous training and support to help employees adjust smoothly and maintain operational efficiency.

Avoiding the Costs: A Holistic Approach to Change Management

How can organisations minimise the risk of poor change management and avoid these costly pitfalls? Here are some proven strategies:

Leadership Buy-In: Leaders across the organisation should actively support and champion the change, setting the tone and leading by example.

Clear Vision: Define the “why” behind the change, outlining what success looks like and how it benefits everyone involved.

Engagement, Not Imposition: Involve employees early, and treat them as partners in the change journey. The more they own the process, the more they will support it.

Regular Feedback and Adaptation: Continuously seek feedback and be willing to adapt plans in response to concerns, challenges, or changing circumstances.

Invest In Skills Development: Equip teams with the skills they need to succeed in the new environment through training and ongoing learning opportunities.

Final Thoughts

The high cost of poor change management – financial, cultural, and operational – are too great to ignore. With thoughtful planning, transparent communication, and a commitment to supporting people through change, organisations can avoid these pitfalls and concentrate on transformation.

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success. 

Contact John, or connect with him on LinkedIn.

Follow Change Specialists for further tips to support successful project management.

In this blog post Change Specialists CEO John Dean outlines his 5 tips for turning around a project in need of recovery,

In the dynamic world of business, projects and programmes sometimes lose their focus. When this happens, swift and strategic intervention is required to realign to achieve desired outcomes.

Conduct a Thorough Diagnostic Assessment 

Start with a comprehensive diagnostic assessment to understand the project’s current status and
identify key issues and risks. Involve all stakeholders to ensure a holistic view.

Re-establish Clear Objectives and Milestones

Clarify, review and, where appropriate, redefine project objectives and milestones ensuring that they are realistic, achievable, and aligned with organisational strategic goals. This provides a clear roadmap and helps measure progress effectively.

Strengthen Leadership

Enhance leadership frameworks to ensure clear accountability and decision making authority. Effective leadership can inspire a team, streamline processes, and foster a culture of accountability.

Enhance Communication and Stakeholder Engagement

Open, transparent communication is vital.
Ensure stakeholders receive regular updates in order to build trust and ensure everyone works towards the same goals.

Implement Rigorous Delivery Assurance

Establish delivery assurance mechanisms to monitor progress, manage risks, and ensure quality. Regular audits, progress reviews, and risk assessments are essential to maintain project health and deliver on promises.

Repairing a troubled project or programme is challenging but achievable with the correct approach and expertise. At Change Specialists, our goal is to supply our clients with the necessary skills and capacity. By applying the 5 tips for turning around a project or programme in need of recovery outlined in this blog post our experts can assist you in delivering a successful project recovery.

If your organisation is implementing changes, please get in touch to discuss how the Change Specialists can support your journey.  

Contact John, or connect with him on LinkedIn.

Follow Change Specialists for further tips to support successful project management.