Business change lifecycle - a financial services provider We were contacted by the new Programme Director who had been

in her role for only a few weeks but had already decided that existing processes successfully achieved project delivery but provided little guidance on how to plan and implement changes in the business functions so that the deliverables could be integrated into business as usual. Initial discussions with project managers and operational managers identified a very low level of understanding about change management with many believing that, as change was driven by projects, any change activities were the responsibility of the project managers. Maven developed a business transformation framework, similar in structure to the project framework in use across the organisation. We communicated to a wide audience a standard set of change activities that could be applied to projects and programmes across multiple business units irrespective of the types of change taking place. The workshops were structured so that the participants took ownership of the outputs and for creating their business change lifecycle. The business transformation framework has now been implemented across the organisation and is becoming accepted business practice. Reference to this governance framework is appearing in other initiatives so that it is considered when ideas are discussed for new projects, office moves, changes to procedures etc.

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