The Change Challenge: Delivering change management for a not-for-profit client

Senior Consultant Anna Lane uses benefits realisation to ensure a smooth project delivery

This was a highly rewarding project to be involved in due to the willingness of the people involved to embrace the change. Prioritising the people side of change from the outset ensured the change was accepted and embedded within the charity and its practises. Stakeholder engagement is a vital ingredient in any business change journey but having change management as a primary focus will guarantee success and ROI for years to come.

Anna Lane, Senior Consultant, Entec Si


Working alongside a not-for-profit client and Entec Si consultants launching the installation of a new finance system, our change management expert delivered a benefits realisation and full change management process at pace. Engaging and galvanising end users through tailored communications and training ensured the transition to the new system was smooth, embraced by users and guaranteed sustained long term success.


To ensure that the positive outcomes of the change were understood and embraced by all end users, a benefits realisation exercise was carried out to identify and measure the benefits of the project and evidence real impact and value. This insight was core to the change management process to create acceptance and enthusiasm for the change amongst the client’s employees.

Working within tight timeframes in order to meet the implementation target date, the people change management strategy, and  communications and user training plans, were all created at pace.

The change management piece provided the glue between the Project, Communications, Learning and Development teams and supplier. It took account of how different groups of people would be affected and when, and what people needed to ensure that the transition to a new system was smooth and created guaranteed sustained success in the long term.

Differing technical abilities amongst staff and different frequencies of accessing the system meant that specific training needs had to be identified and catered for. The team developed creative ways to engage and communicate the change to stakeholders, using a number of different channels and message delivery. Mass email use was avoided to reduce the risk of users missing vital information and to ensure understanding.


  • Benefits realisation exercise to identify and measure the outcomes and value
  • Prosci ADKAR change management model used to engage and reduce reluctance to change
  • Six live virtual training workshops for different stakeholders
  • Recorded training workshops for future users to refer to
  • Seven short video demos for specific tasks on the system
  • Four specific guidelines created, using images to help users’ understanding
  • Twenty-one ‘champions’ were trained and available for supporting members of their teams
  • Processes developed so that employees could contact the finance team anytime for further technical support
  • Company-wide positive feedback on the process and high-level of understanding  of the new system by users

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