A Framework helps, but Doesn’t Solve All Your Problems

One thing I still find surprising is how often leaders embark on large-scale change efforts without seriously focusing on building conviction or reinforcing it. This is done through formal mechanisms such as skills development, and role modelling. These priorities sound like common sense, it’s easy to miss one or more amid the maelstrom of activity that accompanies significant changes in organisational direction.

Leaders need to address these basic building blocks systematically because, as research and experience demonstrate, leaders, change agents and key stakeholders must provide the path to successful change.

If you’re already using the models ADKAR, Kübler-Ross, Kotter’s 8 Steps, or Lewin’s model—good for you. With so many frameworks out there, picking one is a good start.

But if you were just focusing on technology (CRM, ERP, now AI), you’re likely to end up as one of the McKinsey statistics explaining why 70% of change programmes fail. Your framework is a good start, but change is not about a framework—it’s purely about people. So I’d like people to stop saying “we need to focus on the people.” If you weren’t doing that already, why not?

Here are two frameworks I find useful:

Framework 1: PCI® (People-Centred Implementation)

This methodology provides a structured, systematic approach built around six critical factors: Shared Change Purpose, Effective Change Leadership, Powerful Engagement Processes, Committed Local Sponsors, Strong Personal Connection, and Sustained Personal Performance.

ChangeFirst provides digital tools, training, and coaching designed to embed change management practices across all stakeholder groups. The methodology includes maturity assessments to baseline organisational readiness and digital tools for stakeholder mapping, readiness, and engagement. With flexible training, the PCI® model enables every leader and employee to play a meaningful role in driving rapid adoption with lasting results.

Framework 2: The McKinsey Influence Model

This framework focuses on four levers that determine whether change sticks or stalls:

• Role Modelling: Employees watch leadership behaviour, not slides. Visible, consistent behaviour from the top signals what the organisation truly values.
• Fostering Understanding and Conviction: People commit when they understand the “why” in business-relevant terms.
• Developing Talent and Skills: Change fails when employees are told to behave differently but aren’t equipped to do so.
• Reinforcing with Formal Mechanisms: Systems, KPIs, incentives, and governance must reward new behaviours. Without structural reinforcement, organisations revert to old habits.

These frameworks have proven their value across change programmes I’ve led. What ChangeFirst provides is a research-based, practical methodology that measures and tracks what’s happening with people during change, using real data to accelerate engagement and sustain commitment.

The result? You don’t just roll out a change programme—you build a capability that sticks and becomes part of your organisational culture.

Change is not an event but a dynamic process. There should be no doubt regarding the importance of any organisation’s ability to identify where it needs to be and manage the change to get there.

If you’re choosing a framework, remember: change is about people, not technology. Get the balance right and differentiate your success from the failures.

Full Article can be found on my Substack page