ID033 Change Management

The Idea

The idea is to establish a specialist Change Management Team for transformational projects, operating separately from the Project Management Team. Change management is a structured approach to leading the people side of transformation, ensuring that new processes, technologies, or organisational structures are adopted smoothly. It minimises disruption and resistance by focusing on communication, training, engagement, and support, helping individuals and teams move from a current state to a desired future state.

In my experience as Strategic Space Manager, most resistance to change has stemmed from a lack of engagement, not from the perspective of those implementing change, but from the perspective of those affected by it. What has consistently made the difference to successful project delivery is effective change management, which is distinct from project management.

Change Management Teams are people-focused, concentrating on individual and organisational transitions rather than solely on technical implementation. They use structured frameworks, such as ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) and Kotter's 8-Step Process, to guide change effectively.

Key activities would include planning, communication, stakeholder engagement, and training. A Change Management Team would typically sit within a Strategy, Transformation, or Human Resources function rather than within Estates and Campus Services.

Why This Idea Should Be Considered

Project management focuses on what needs to be delivered, when it must be delivered, and within what constraints. Change management is equally structured but focuses on the people affected by change, what is changing for them, and how behavioural adoption can be achieved. One manages delivery; the other manages transition.

Successful change involves people, behaviours, beliefs, and organisational culture. It requires flexibility, emotional intelligence, and sustained engagement. A linear project plan alone cannot navigate these challenges; a person-centred, evidence-based, and adaptive approach is needed.

One example where change management could have added value at Keele was the closure of the Media Building, which displaced the Media team, the Post Room, and IT & Digital Services (AVS). Media relocated to Chancellor's Building, the Post Room moved to William Emes, and AVS relocated to IC1. These moves were executed quickly, which increased the impact on affected teams. Many colleagues felt insufficiently consulted and dissatisfied with the process. A dedicated Change Management Team would have created opportunities for staff to be heard and to contribute feedback, acting as a conduit between project teams and those affected by the changes. This could have supported a smoother transition and improved engagement.

Although this example relates primarily to physical space changes, change management principles can be applied across any transformation involving people, places, systems, or processes.

How We Would Implement This Idea

A dedicated Change Management Team should be involved from the outset of transformational projects, acting as a liaison between project teams and the people affected by change. Their role would be to ensure that engagement, communication, and adoption activities are embedded throughout the project lifecycle.

While internal colleagues could potentially undertake some of these responsibilities, competing workload pressures may limit their ability to commit fully to the consultation and engagement process. Because change management encompasses planning, communications, stakeholder management, and training, it is often considered a specialist discipline requiring dedicated expertise.

Staff members could co-lead elements of change; however, this may not always be practical when resistance or difficult conversations arise. An independent Change Management Team could provide impartial facilitation, helping to address concerns, manage expectations, and support colleagues throughout the transition. At the same time, a network of local Change Champions within each department or service area could play a valuable role in supporting communication and adoption.

What Success Would Look Like

Success would mean that concerns and objections raised by staff are actively considered throughout the project, ensuring colleagues feel listened to and valued while providing useful insights that improve outcomes. This approach would enable issues to be addressed promptly and help people feel involved in the change rather than feeling that change is being imposed upon them.

Projects would benefit from smoother implementation, reduced resistance, and a lower risk of delays or budget overruns. Change management would also support adoption and long-term sustainability, helping new systems, processes, and ways of working become embedded as the new normal.

Staff satisfaction with change processes would improve, alongside confidence in Keele University's decision-making, processes, and procedures. Successful change would become evident through the smooth adoption of new ways of working and sustained behavioural change across the institution.

Over time, Keele could become a more collaborative and connected university, with stronger relationships between academic and professional services teams and closer alignment between strategic objectives and operational delivery. This would support a more agile institution that can respond confidently to future opportunities and challenges.

References

• Association for Project Management (APM)
• Brighter Strategies