Capabilities
Every failed system we have been asked to review worked technically. What failed was adoption: the organisation did not change around it, so people went back to the old way or used the new system badly. Change management and adoption is the discipline that makes the change stick, and it is the part.
PEF Consulting Partners manages change and adoption on programmes where failure is visible, including the operating model shift at E.ON Next during its Kraken transformation and a global rollout across nine hundred contractors at BP. Adoption is designed, not announced.
Understanding exactly how the change affects each role, so engagement and training can be targeted at what people actually need rather than delivered as one generic message.
Communication that treats people as adults and is honest about what is changing and why. Most change communication fails because the leadership was never genuinely aligned, so we start there.
Training designed around what people have to do in their role, not a tour of the software’s features. People learn what they need for their work, not the whole system.
Measuring whether people are actually using the new way, after go live, through usage data, process compliance and the operational metrics the change was meant to improve. Adoption that is assumed is adoption that is not happening.
By the time a system is being configured, most of the decisions that determine whether people accept it have already been made. Change work that starts at go live is a communications exercise papering over choices taken months earlier. Started at the business case, it shapes those choices so the change is adoptable by design.
Through usage data, process compliance, error and workaround rates, and the operational KPIs the change targeted. Sentiment surveys are useful context, not evidence.
At the business case. Adoption is decided far earlier than most programmes assume.
Our change management framework has five parts and none of them is a poster. A change readiness assessment at the start, so the plan reflects where people actually are rather than where the business case assumed. A stakeholder and impact map that names who changes what, by when. Communications and training built around the moments that matter in the new process, not the features of the new system. Adoption measures agreed before go live and reported for six months after it. And a line of sight from every change activity to a benefit in the business case, so that change work can be prioritised like any other work. You can run the free change readiness assessment in a few minutes to see where you stand.
We bring senior people who have delivered exactly this at scale. Honest advice, and accountability for the outcome.