Change Management

Programs fail in adoption, not in planning.

The plan survives the steering meeting. What follows is dozens of teams asked to work differently, each at its own pace, with adoption assumed rather than managed. Progress comes back as a hand-built PowerPoint that is out of date before it is presented, and the intended benefits are written down once, in the business case. Then the project team is dismantled at go-live, long before those benefits could show up. The program closes without anyone able to say which of them arrived.

Adoption, scored team by team.

Max evaluates each change project against the transformation model, or your own, scoring organisation and roles, people and skills, capabilities and resources, and impact ownership separately. A team that has the new process on paper but not yet the skills to run it shows up as exactly that, rather than as a green status. Each area climbs from problem validation through building the new way of working to full scale deployment, and Max coaches the next step with every team instead of leaving it to a few senior people making the rounds. Because impact ownership is scored alongside the rest, the benefits stay attached to the work rather than ending with the business case.