Transformation roadmap
Change doesn’t succeed by chance, it succeeds by design.
This roadmap offers a clear, structured pathway for leaders and teams to navigate transformation with confidence.
Rooted in evidence-based practice and human-centred insight, it guides you through the critical stages of change: from defining the vision and assessing impact, to embedding new behaviours and sustaining benefits.
Whether you're shaping culture, evolving services, or reimagining operations, this tool helps ensure your change is not only well-managed, but primed to deliver lasting value.
Define the change
Broadly, what exists now and what will the future look like?
What are the differences between the two?
Drivers and restraining factors
What’s pushing this forward or holding it back?
What’s happened before and what’s happening alongside this change?
Describe the vision for the future.
Impacts outline
What parts of the business operations, ways of working, products and services and policies etc will be impacted by this change, and broadly, how does that change your risk profile?
Benefits discovery
When the change is introduced, what will be the benefits to the business or its people that should inspire people to engage with the change in the new way and embrace new ways of working etc?
Engagement plan
How will people be involved in this change?
What will be needed from them and what will be offered in return?
Begin thinking about forecasting resistance.
Change impact assessment & plan
How will impacts on the business, the landscape it operates within or its stakeholders be managed and who will be responsible and accountable for these?
Communication plan
What are the key communication milestones?
Consider themes and outcome-based approaches to designing effective and inspiring messaging that brings stakeholders with you on the change journey, and two-way communication strategies that give you feedback from your stakeholders.
See also, Success lives in the language of work→
Capability analysis
Do staff have the skills, knowledge, tools, set-up and anything else they require to operate in the new way after the change?
If there is a gap between current and required capabilities, how will it be resolved?
Organisation design and performance plan
How will staff need to be arranged, behave or operate in the future? Will any of their core values or responsibilities change?
How will they know what good looks like?
Will they be managed the same or differently?
Process map
Document any new processes or update previous documents for the benefit of new joiner inductions and business continuity planning.
Learning, and other support
Develop outcome-focussed learning resources for all stakeholders who require them, taking account of learning theories.
Develop and deliver any other interventions needed to bridge the gap between where stakeholders are now, and what they need to know, do, embody, sell etc in the new future.
Embedding the change
Agree what will be reported to the wider business about the change or the business processes affected, and plan for this to be done.
Reporting and celebrating success
Identify emergent benefits and disbenefits.
Manage the long tail, and agree any review points, conducting as appropriate.
Celebrate where planned benefits have been realised.