| 1 | Highlight that change risk is real | Make change risk tangible by building a clear, compelling case of the failure events that the organization is exposed to, and the need to build an organization that has (1) the willingness to change — through leadership, personal drive, and the identification of strategic value — and (2) the ability to execute — through an adequate workforce, the right infrastructure, and a clear roadmap |
| 2 | Diagnose the problem and execute on a vision of the capabilities to better deliver change | Understand the status quo, pain points and root causes through interviews; build a vision of the target state; and agree with leadership on the transformational levers and a roadmap to set the organization to be ready for stronger change risk management. |
| 3 | Develop a change risk management framework | As part of the transformation levers, we expect the need to build upon the existing risk management framework, including a change risk appetite; change risk taxonomy and controls; governance mechanisms; and processes, systems, and data to better manage change delivery risks. |
| 4 | Lead and support a robust change culture | Understand and proactively assess the factors that underlie change load and change capacity to maximize the ability to deliver successful change. To increase change capacity, encourage key stakeholders to be willing and prepared to adapt, (re-)designing organizational and talent structures to enable change. |
| 5 | Provide the change risk “lens” for portfolio prioritization | Ensure that periodic efforts of prioritization of change-the-business initiatives balance strategic importance with a structured view of change risk. |
