Coordinating workplace change across 56 countries
Helping global and local teams coordinate a Microsoft 365 and Exchange transition, from country preparation to adoption and support.
Standard Chartered56 countries
Home / Change management & adoption
Battlehill ProjectsChange management & adoption
The value of change depends on what people do differently. We help your leaders, managers and teams understand the change, prepare for it and make new systems and ways of working part of everyday business.
When to bring us in
The delivery date is approaching, but colleagues are uncertain about what will change or how they will work afterwards. We connect sponsorship, manager engagement, role-based learning and readiness with the project plan, then help business owners respond to adoption gaps after launch.
How we help
- Assess change impacts, stakeholder needs and organisational readiness
- Establish sponsorship, engagement and communications plans
- Coordinate learning, change networks and business preparation
- Track agreed adoption measures, feedback and transition into ongoing ownership
What you can expect
Your leaders receive a practical change strategy supported by role-level impact assessments, stakeholder actions, manager materials, learning plans and a business-readiness view.
Change strategy and impact assessment
Stakeholder, sponsorship and communications plan
Learning and business-readiness approach
Adoption measures and transition ownership
Decisions we help you make
- Which roles and behaviours must change for the business outcome to be achieved?
- Are managers and affected teams ready to perform the new work?
- Which adoption gaps need reinforcement, process changes or additional support after launch?
How we work with your team
Understand the impact on your people
We work with affected teams to understand how roles, processes and responsibilities will change. That reveals the concerns, skills gaps and local barriers that a standard communication plan can miss.
Prepare people at the right time
We build communications, manager support, learning and change networks around the delivery plan. People get relevant information and opportunities to practise when it will help them use the new approach.
Follow through on adoption
We agree useful measures of readiness and adoption with business owners, then use feedback and support demand to identify gaps. Your team takes ownership of the ongoing actions that help the change stick.
Sponsorship that reaches the people affected
We help sponsors explain why the change matters, what is decided and where colleagues can influence the outcome. Stakeholder plans identify the people who need to lead, contribute, approve or adopt the change, with actions suited to their role.
Managers receive clear messages, team-discussion material and routes for raising concerns. Engagement is a two-way process: feedback is recorded, themes are reviewed and business owners respond to the barriers their teams identify.
Preparation built around real work
Impact assessments examine tasks, roles, processes, controls, systems and working relationships. For a multi-site or multi-country programme, the plan separates common changes from local needs and constraints.
Learning focuses on the tasks people must perform after launch. We coordinate role-based practice, supporting guidance, change champions and access to help, with particular attention to frontline colleagues, managers and operational support teams.
Readiness before launch. Adoption afterwards.
Sending a communication or completing a training session does not establish that a team is ready. Readiness reviews consider whether people understand the change, can complete the priority tasks and have the support needed to operate it.
After launch, we work with business owners to review the agreed adoption indicators, feedback and support demand. Gaps lead to targeted reinforcement, process changes or additional support. Benefits remain owned by the business and are assessed against its agreed measures.
A readiness view distinguishes awareness, capability and adoption. For example: do colleagues understand the reason for change; can they complete a priority task in practice; and are teams following the new process once it is live? We agree the evidence and review points with business owners, so activity measures such as training attendance sit alongside observed performance and feedback.
Getting started
We start with the business reason for change, the people affected and the behaviours or ways of working that need to change. Sponsors, managers and representative colleagues help establish the current level of understanding and readiness.
The change plan connects impacts, sponsorship, stakeholder engagement, communications, learning and adoption to the delivery milestones. We agree which business owners will sustain the change after the project team steps away.
Related delivery experience
Standard CharteredHow we assess progress
We agree the measures at the start of the engagement and review them with the responsible business and delivery owners.
- Understanding of the change among affected groups and line managers.
- Ability to complete the priority tasks or processes in the new way.
- Readiness gaps and barriers resolved by their accountable business owners.
- Agreed usage, process-compliance, feedback and support-demand measures after launch.
Handover and ongoing ownership
Business owners and managers receive the adoption measures, feedback themes and outstanding actions. Continued reinforcement and benefits reviews are agreed with the people who will own the new way of working.
The expertise behind the work
Change managers, change leads, business analysts, communications and learning specialists. We match the experience and responsibilities to your assignment and confirm availability before you commit.
Choose the support you need
Commission change leadership for a transformation, a focused impact and readiness assessment, or a change specialist embedded alongside your project team.