The Crib Sheet.

Prosci's change model: Awareness, Desire, Knowledge, Ability, Reinforcement. Describes the five building blocks an individual needs to change successfully.

The proportion of affected people actively using the new way of working. Measured at go-live, month 3, month 6 and month 12.

The case for change — the reason why staying the same is more dangerous than changing. Must be genuine and evidenced, not manufactured urgency.

The exhaustion and resistance that accumulates when an organisation runs too many change programmes simultaneously, or consecutive programmes with insufficient time between them.

A person from within the affected teams who advocates for the change, acts as a point of contact and provides feedback to the programme team.

The informal conversation — in the corridor, before a meeting, over coffee — where the real decision about whether to adopt a change is made. Not captured in the communications plan.

The period after go-live when the new way of working must become habitual. The programme is still active. Reversion is still possible and likely without deliberate effort.

The unofficial influence structure within an organisation — the people whose opinion shapes what others think, regardless of their formal seniority.

Preparing managers to handle specific conversations their teams will have — not just briefing them on what is changing. Includes scripts, Q&As and coaching for the corridor moment.

Opposition to change — active or passive. Always present. Not a problem to be managed but information to be understood. Resistance tells you what the change is asking people to give up.

A structured evaluation of whether the organisation is ready to go live with a change. Covers technical readiness, people readiness and process readiness.

The drift back to the old way of working after a change programme closes. The most common cause of benefit shortfall. Accelerates when the formal programme structure is removed.

John Kotter's change model: create urgency, build a coalition, form a vision, communicate it, remove obstacles, create quick wins, build on them, make it stick.

Unfreeze (create readiness), Change (move to the new state), Refreeze (make it permanent). The original change management model, developed in the 1940s.

Seven interdependent elements of an organisation: Strategy, Structure, Systems, Shared Values, Skills, Style, Staff. All must align for transformation to succeed.

Research and advisory organisation that developed the ADKAR model and the PCT (Project Change Triangle). The most widely used change management certification body.

The Government Digital Service's 14-point standard for UK government digital services. Covers user needs, agile delivery, accessibility and technology choices.

Projects IN Controlled Environments. UK government-originated project management framework. Structured, stage-gated, documentation-heavy. Widely used in public sector.

A description of how an organisation will operate in the future — covering people, process, technology, service delivery, performance and governance. The destination, not the journey.

How an organisation currently operates — the combination of people, processes, technology, governance and performance management that delivers its purpose.

The deliberate shaping of an organisation's structure — reporting lines, spans of control, role architecture, teams and layers — to support its strategy and operating model.

Mapping and rebuilding end-to-end processes to eliminate waste, reduce handoffs and align with the target operating model. Distinct from process documentation.

The number of direct reports a manager has. Affects management overhead, culture, communication and decision speed. Typically 5-8 for knowledge workers.

A clear specification of what is decided at what level, by whom, with what authority. Part of the governance layer of the operating model.

The process of ensuring that the benefits set out in the business case are actually delivered and measured. Requires a baseline, a tracking mechanism and a verification review.

The documented rationale for a programme — the problem, the proposed solution, the costs, the expected benefits and the risks. Used to secure approval and funding.

The point at which the new system, process or way of working is switched on for the affected population. A milestone, not the finish line.

Intensive support in the weeks immediately after go-live. Higher resource levels, faster response times, active monitoring of adoption and immediate intervention when issues arise.

Risks, Assumptions, Issues, Dependencies. A programme management tool for tracking the factors that could affect delivery. Should be live and actioned, not maintained for governance theatre.

Waterfall: sequential phases with defined outputs at each gate. Agile: iterative sprints with working outputs at each cycle. Most transformations use a hybrid.

Key Performance Indicator. A measurable value that demonstrates how effectively an organisation is achieving its objectives. Should be connected to strategic goals, not just easy to measure.

Data and reports used by managers to make decisions. Should be designed for the decision, not for the data that is available.

A measurement of the current state before a programme begins. Required to demonstrate that benefits have been realised. Cannot be established retrospectively.

The framework that defines who owns data, who can access it, how its quality is maintained and how it is used. Part of the performance and governance layers of the operating model.

A methodology for eliminating waste in processes by identifying value from the customer's perspective and removing everything that does not contribute to it.

A lean technique for mapping the flow of materials and information through a process from end to end. Used to identify waste, handoffs and delays.