This document provides a framework for assessing the complexity level of a change initiative. It identifies five key areas to evaluate - scope, stakeholders, culture, change capability, and capacity. For each area, questions are provided to help determine if the complexity level is low (1), medium (2), or high (3). Answering the questions for an initiative can help understand challenges that may be faced during implementation and identify any gaps. The framework is intended to plan and prepare for a change by understanding its complexity level.

1. Change
Complexity
Assessment

2. Introducing Change Complexity
Module 1 – Introducing Change Management
If you are currently working on one or multiple change
initiatives do you have a clear sense of the level of
complexity involved?
If you are managing a portfolio of change initiatives it is
helpful to understand the complexity so that you can plan
and prepare and see if there is likely to be issues with
overlaps, dependencies and change saturation.

3. Complexity Scale – The Psychology of Change
Module 2
On the next slide is a framework to help you assess whether your change
complexity is level 1, 2 or 3 against scope, stakeholders, culture, change
capability and capacity.
Level 1 – Low complexity - developmental changes such as a system upgrade
which may only impact one function and there is minimal resistance, normally
can be implemented in 6 months or less.
Level 2 – Medium complexity - transitional changes such as process changes
across multiple functions, with some resistance, medium term implementation 6
months to 1 year
Level 3 – High complexity - transformational in nature, such as new target
operating model, longer term and is normally will be over 1 year, could have
multiple phases and there is likely to be resistance as it requires a cultural
transformation.

4. How complex is yourIntroducing Change Management
Module 1 – change?

5. Key Questions 2 consider Psychology of Change
Module to – The
The questions that follow will help you to conduct an assessment to
understand the level of complexity related to each of the areas. It should be
used to determine where you project sits on the scale from level 1 to 3 and
can then be used to identify any gaps and weaknesses you may face whilst
implementing the change.
Scope
Capacity
Capability
Stakeholder
Resistance
Culture

6. Scope
Module 3 – Establish the Change Management Team
• How complex is the change vision?
• What is the type of change? E.g developmental, transactional,
transformational
• How much process change is required?
• How much will the structure be impacted?
• How much technology change is required?
• How likely is change saturation?
• What is the level of risk associated with the project?

7. Stakeholder Resistance
Module 3 – Establish the Change Management Team
• What is the demand for capability development and change, and is it
sufficient to overcome challenges and resistance?
• What is the vision of change and is it agreed by key stakeholders?
• Who holds the power to support or block change in this context?
• Who holds visible power?
• Where is the invisible/illicit power and how is it used?
• What level of motivation to change do the different stakeholders’
have?
• How important is the change initiative for them?
• What incentives are there for them to engage with change?
• What perverse incentives would stop them from engaging?
• Have members of the leadership team made a commitment to act as
sponsors of the change?

8. Culture
Module 3 – Establish the Change Management Team
• Are there likely to be many issues in the existing culture that will be
relevant to the change initiative?
• Is the vision for change consistent with the current organizational
culture?
• What level of resistance can be expected?
• How much planning has been done to manage resistance to change?
• Are you planning to introduce New Ways of Working? How will this be
introduced? How much will change?

9. Change Capability– Establish the Change Management Team
Module 3
• How much change is already going on and how well is it being
managed?
• Is there a history of adequately helping individuals make personal
changes?
• Is this change seen as a priority for this year?
• Will human resource policies, practices and processes (e.g., salary and
benefits structure) support or inhibit the change?
• Does the infrastructure exist to enable employees by providing them
with the appropriate tools and training?
• What else is being done to build capability?

10. Capacity
Module 3 – Establish the Change Management Team
• What programme and portfolio management tools already exist that
would help to plan, execute and monitor the transformation?
• Are managers prepared to manage change?
• Are there enough staff in the right places?
• Are staff appropriately skilled to manage and implement the change?
• Do we have the ability to recruit staff in a timely manner with the
necessary skills/experience?
• Do we have agreement on the required financial resources for salaries,
operational costs and CAPEX investment?

11. Be the CHANGE in your
organization and start creating an
environment that embraces and
thrives during change.
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we can help with your change please
contact:
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