Not go-live. Month 12.
Most change programmes are designed around go-live. Resources peak, governance stands down, the programme closes. Whether the change has actually landed is a question that nobody formally answers.
CN change management is designed around month 12. That is the finish line. Go-live is a milestone on the way to it.
The difference is not philosophical. It changes how discovery is run, how managers are prepared, how the embedding programme is resourced, and what CN is accountable for at the end. Everything is designed backward from a verified outcome — not forward from a plan.
The informal influence network mapped before communications begin. The real objections surfaced before the programme is designed around assumed ones.
Not briefings. Programmes that prepare managers for the specific conversations their teams will have — before those conversations happen in the corridor at 4pm on a Thursday.
Three categories of resistance: loss, trust, capability. Each requires a different response. CN identifies which is real before designing the intervention.
Active embedding resource through the reversion window — weeks 2 to 8 post go-live, when 40% of adoption is typically lost without support.
CN returns. Measures adoption by team. Delivers an honest close-out report to the same sponsor who commissioned the programme.
45 minutes. No pitch deck. We listen to what you are dealing with first.