Three-week Change Readiness Initiative
Scoped to one planned rollout (ERP, Microsoft 365, AI deployment, security tooling, or M&A integration). We assess readiness, analyze why earlier rollouts under-delivered on adoption, and write the change plan. The output goes to the executive sponsor of the rollout, not the project team.
Who this is for
A read on whether your organization can absorb a planned technology rollout.
COO
A major rollout is about to launch and you want an outside read on whether the organization is ready.
CIO
A previous rollout under-delivered on adoption and you want the pattern diagnosed before the next one.
CEO
A board-committed rollout is under way and you cannot tell whether people are adopting it.
Chief Human Resources Officer (CHRO)
Organizational change is converging with technology change and you need both assessed.
Scope
What this initiative delivers, and what it does not.
Scope is fixed at signing. Items marked TOP are available through the Technology Operating Partner (TOP) Program. Items marked with a firm type need a separate engagement with that kind of firm.
In scope
- One named rollout, scoped at kickoff
- Readiness assessment across leadership alignment, process design, role definition, training, and communication
- Adoption-failure pattern analysis from prior comparable rollouts (interviews, post-mortems if available)
- Change management plan covering process design, role definition, training, and communication
- Risk register specific to adoption failure modes
Out of scope
- More than one rolloutSeparate initiatives
- Executing the change management planTOP
- Training deliveryLearning and development firm
- Ongoing project management office (PMO) or program-management embeddingTOP
- Selecting the technology being adoptedTOP
Inputs
What we need from you
Provided at kickoff. Missing inputs delay the initiative; they do not change scope.
- Rollout definition (what is being deployed, by when, to whom)
- Existing project plan and team structure if defined
- Post-mortems or lessons-learned documents from prior rollouts, if any
- Three to five interviews (executive sponsor, project lead, two end-user leads, optionally HR partner)
Timeline
Week by week
Status updates run throughout the work. The direction check with the executive sponsor comes in week 2, before the final plan.
Week 1
Rollout scoping and readiness interviews
Rollout confirmed, prior post-mortems collected, three to five structured interviews scheduled and conducted.
Week 2
Pattern analysis and change plan
Failure modes from prior rollouts mapped; exposure on the current rollout scored. Process, roles, training, and communication plan drafted. Direction check with the executive sponsor.
Week 3
Risk register, synthesis, handoff
Adoption-specific risk register populated. Walkthrough call with sponsor and project lead.
Output
What you walk away with
- Written readiness assessment for the named rollout
- Change management plan (process, roles, training, communication)
- Adoption risk register
- Walkthrough call with executive sponsor and project lead
Limits
What this initiative is not
This initiative is scoped to one named rollout. It produces a change plan. Carrying it out is your responsibility. We do not deliver training, embed inside the project team, or run a project management office. The risk register is qualitative and based on signals from interviews. Quantitative adoption modeling needs a longer engagement and baseline data from the rollout.
If you are a portfolio company
How the work fits a PE-backed company.
Rollouts in a PE-backed company run against a board calendar and a value-creation plan.
- Board cycle. The assessment is timed to land before the next quarterly board meeting, so the sponsor can report adoption risk with it.
- Add-on integration. If the rollout is an add-on integration, readiness is assessed for that one acquisition.
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FAQ
Questions buyers ask first
Why do digital transformation projects fail?
BCG's 2020 research found that about 30 percent of digital transformations met or exceeded their target value and resulted in sustainable change. Adoption problems often trace to change management more than to the technology. People do not adopt tools they did not help choose, do not understand, or do not see the leadership team using. The fix is sequencing. Define the outcome in operational terms. Pick a sponsor inside the business. Train against the workflow, not the feature list. Measure adoption weekly for the first quarter. The change plan writes those four steps down before go-live.
What are the early indicators that an IT rollout is going to fail?
Three early signals are worth tracking in the first 30 days: low login rates among licensed users, help-desk tickets about basic navigation, and department leaders sending staff to training instead of attending. Each can point to low adoption later. The change plan sets the threshold and the leadership response for each, so the rollout does not become another shelfware story.
After the initiative
If you want the work to continue
This initiative is a one-time, fixed-price piece of work that ends with the readiness assessment and change plan. If you want Preside's help carrying out the plan, that is available through the Technology Operating Partner Program. You choose the Program level after you have the assessment.
Ready to scope this
A readiness assessment and change plan for your rollout. Three weeks.
Tell us the situation in a few sentences. We reply within one business day to confirm fit or point you to a better one.
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