Change impact assessment
AlphaRole by role, what changes about how each person spends their day — specific enough for a manager to act on.
What it is for
To make adoption plannable. Benefits come from behaviour, and nothing about behaviour can be planned from a statement that the organisation is changing.
- Audience
- Sponsors, line managers, the change team, training.
- The decision it supports
- Whether the organisation can absorb this, and what has to be resourced before it can.
Inputs — 5 blocking
Blocking means the document cannot be honestly drafted without it. The rest can be left open and marked as such.
Role inventory for the affected areas
Only you have it
The actual roles, at the granularity work is organised in — not the job families HR reports on.
HR and business owners · Org and Position Management
Process-to-role mapping
From /scope
Which processes in scope each role performs, so impact can be assessed from the change to the process rather than guessed.
Change and analysts
Headcount by affected role
Only you have it
How many people, where, and on what shift pattern. It sizes training, support and the hypercare roster.
HR
What changes per role, and what they lose
Only you have it
Specific: which task, which system, which authority. Including what is being taken away, which is the part that drives resistance and the part usually omitted.
Change · Change and Adoption
Accountable business owner for adoption
Only you have it
Named, in the business, measured on it. Not the programme.
Sponsor · Change is the word
Draft around these if needed
Capability gap and training need
Only you have it
Per role, the gap between current ability and what the new process requires, and when capability has to arrive relative to go-live.
Change and HR · Learning and Development
Competing change load
Only you have it
Everything else the organisation is asking of these same people this year. Change capacity is finite and usually already spent.
Sector and organisational context
From /start
Industry, size, organisation type and jurisdiction — they change what the workforce is used to and which obligations are non-negotiable.
Change
Adoption measures
In the library
What will be measured after go-live to know whether people actually work the new way. Usage data, not survey sentiment.
Change · Change and Adoption
Super users and local support
Only you have it
Named, credible in their own area, with time released and a role after go-live rather than only before it.
Business owners · Change and Adoption
What your scope already answers
- Scope and exclusions: 6 topics across 2 modules — including Supply Chain Management, unpicked.
First draft
2/8 sections the scope could speak to
Generated from your scope. It is not a finished document and it does not pretend to be — where a section needs something only you have, it says so rather than inventing a plausible sentence, because plausible sentences are the ones that get left in.
Change impact assessment
Scope of assessment and method
The change covers 1 chosen area — Sales Force Automation — which in turn implies 6 topics across 2 modules: Customer Relationship Management and Supply Chain Management.
End to end, the work sits on 1 value stream: Lead-to-Order.
Roles affected, with headcount
To write. The scope cannot supply this one.
Impact per role: tasks, systems, authority, what is lost
To write. The scope cannot supply this one.
Capability gap and training need
To write. The scope cannot supply this one.
Sponsorship and local support network
To write. The scope cannot supply this one.
Competing change and absorption capacity
To write. The scope cannot supply this one.
Adoption measures and how they will be read
To write. The scope cannot supply this one.
Risks to adoption, and what would mitigate them
Supply Chain Management was not chosen. It is in scope because the value streams the chosen areas sit on cross into it, so work happens there whether or not it was planned for. This needs to be accepted or the scope reduced — it should not be left unstated.
The scope raises 8 of the nine considerations: Strategy, Technology, Data, Compliance, People, Delivery, Governance and Process.
Still needed
- Role inventory for the affected areas — The actual roles, at the granularity work is organised in — not the job families HR reports on.
- Headcount by affected role — How many people, where, and on what shift pattern. It sizes training, support and the hypercare roster.
- What changes per role, and what they lose — Specific: which task, which system, which authority. Including what is being taken away, which is the part that drives resistance and the part usually omitted.
- Accountable business owner for adoption — Named, in the business, measured on it. Not the programme.
As markdown, to lift into a document
# Change impact assessment ## Scope of assessment and method The change covers 1 chosen area — Sales Force Automation — which in turn implies 6 topics across 2 modules: Customer Relationship Management and Supply Chain Management. End to end, the work sits on 1 value stream: Lead-to-Order. ## Roles affected, with headcount > To write. The scope cannot supply this one. ## Impact per role: tasks, systems, authority, what is lost > To write. The scope cannot supply this one. ## Capability gap and training need > To write. The scope cannot supply this one. ## Sponsorship and local support network > To write. The scope cannot supply this one. ## Competing change and absorption capacity > To write. The scope cannot supply this one. ## Adoption measures and how they will be read > To write. The scope cannot supply this one. ## Risks to adoption, and what would mitigate them Supply Chain Management was not chosen. It is in scope because the value streams the chosen areas sit on cross into it, so work happens there whether or not it was planned for. This needs to be accepted or the scope reduced — it should not be left unstated. The scope raises 8 of the nine considerations: Strategy, Technology, Data, Compliance, People, Delivery, Governance and Process. ## Still needed - **Role inventory for the affected areas** — The actual roles, at the granularity work is organised in — not the job families HR reports on. - **Headcount by affected role** — How many people, where, and on what shift pattern. It sizes training, support and the hypercare roster. - **What changes per role, and what they lose** — Specific: which task, which system, which authority. Including what is being taken away, which is the part that drives resistance and the part usually omitted. - **Accountable business owner for adoption** — Named, in the business, measured on it. Not the programme. _First draft from a scope. 2 of 8 sections had something the scope could say; the rest need a person, and so does everything under Still needed._
Outline
- 01Scope of assessment and method
- 02Roles affected, with headcount
- 03Impact per role: tasks, systems, authority, what is lost
- 04Capability gap and training need
- 05Sponsorship and local support network
- 06Competing change and absorption capacity
- 07Adoption measures and how they will be read
- 08Risks to adoption, and what would mitigate them
What separates a useful one from a compliant one
- —A line manager could read their own role's entry and know what to do.
- —What people lose is written down, not only what they gain.
- —Adoption has a named owner in the business, measured on it.
- —Training is on the process in a realistic environment, not on the screens.
- —Competing change load has been counted, not assumed to be zero.
The rest of the set