One of the most common assumptions in Change Management is that we must support everyone through the change.
Every stakeholder—direct or indirect—is considered part of the scope.
And as a Change Management team, it’s assumed we must take everyone along to the new world.
But let’s be real. In large transformations, that’s rarely practical or even possible.
Some individuals are highly resistant and influential.
Some are close to retirement and not tech-savvy.
Others are constrained by industrial agreements, legacy roles, or long-standing benefit schemes.
In reality, we may not be able to take everyone to the new world—and that’s okay.
What matters is that we’re intentional about who we prioritise, why, and how.
That’s why, before you build a Change Management Plan, you need a Change Strategy.
A Change Strategy helps leadership make the hard calls early.
It defines who we bring forward, who we support in transition, and where we draw the line.
It’s not just a document.
It’s a written record of the key decisions your leadership team makes to give the change its best shot.
So before you plan the change—
Decide how you’ll lead it.
