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At ICP, we know that successful transformation isn’t defined by new tools or processes. It’s defined by how confident, capable, and engaged your people are throughout the journey. Organisations today are constantly evolving, whether they’re rolling out new technologies, refining workflows, or realigning teams around strategic priorities. That’s why effective change management is about preparation, communication and support, not just at go-live, but from start to finish.
We often liken major change to a journey through an airport: there is preparation before you fly, moments where plans have to adjust, and support all the way through to landing. The airport theme in this article reflects that reality, that change has stages, different passengers experience it differently, and the quality of the journey matters just as much as the destination.
Below are three practical areas we focus on with our clients to ensure change lands well and delivers value across the organisation.
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Preparing for a Long-Haul Flight: Assessing Level of Change/Needs
A useful way to think about this is a simple impact scale — for example, 1 to 5, where:
1 means minimal change to day-to-day work, and
5 means a significant shift that calls for dedicated training, hands-on support, and follow-up.
These groupings aren’t fixed; they evolve as we learn more together. What matters most is that this approach gives leaders a clear view of where to focus communications, training, and support so that teams feel prepared rather than overwhelmed.
Tip: Use impact levels to tailor engagement strategies. the higher the impact, the more personalised and interactive the support should be.
2. Vouchers for Volunteers: Identifying the ‘WIIFM’
One of the biggest drivers of adoption is a simple question: What’s in it for me? Or "WIIFM". Helping people see the benefit of change, at the organisational level and at the individual level, creates momentum and boosts engagement.
For each group affected, we work with clients to articulate the value of the change in ways that matter. For some, it might mean fewer repetitive tasks or a faster workflow. For others, it could unlock new capabilities or make collaboration easier. When people understand how the change makes their work better, not just different, they are far more likely to support it.
These benefit statements also become invaluable when conversations get tough, because they ground discussions in clear, shared value.
Tip: WIIFM insights inform internal messaging and enablement, even if the term itself isn’t used externally.
3. Prep for Takeoff
Once you’re ready to implement a change — think of this as takeoff — it’s essential to confirm that your support model matches the level of impact. Organisations often underestimate the number of people and the types of support needed immediately after launch.
We help clients plan for this phase by asking key questions such as:
- How many people are affected?
- What level of change is involved for each group?
- What other initiatives or deadlines might be competing for attention?
- What support has worked well in the past?
The answers to these questions shape a support plan that ensures people don’t feel left hanging once the new way of working is live.
Tip: Treat launch and post-launch support as an integrated part of your change programme, not a separate final step.
How are you going to get started?
Effective change management is less about managing a timeline and more about enabling people. By understanding impact, clarifying real value, and planning support at the right moments, organisations not only navigate transformation more smoothly, they also build confidence and capability that lasts beyond go-live.
At ICP, we partner with teams to bring this approach to life, helping organisations deliver change that’s not just implemented, but truly adopted and sustained. When you’re ready to elevate your next transformation, we’re here to help.