Hi ,

Here is a scenario that plays out on change management engagements more often than most practitioners want to admit.

The sponsor briefing was thorough.

The initial discovery sessions went well.

The change plan is underway.

And then, four weeks in, a department head raises a scope implication that should have been in the impact analysis from week one.

It is not a stakeholder management failure.

It is a scope identification failure.

Specifically, it is what happens when elicitation begins before the documents have been read.

Every project charter, business case, and strategic plan contains scope information that no stakeholder briefing will fully replicate.

The gaps between what those documents say and what stakeholders actually describe in conversation are where the most significant Organizational Change Management risks consistently live.

And the only way to find those gaps is to read the documents first, then design your elicitation sessions around what they cannot tell you.

In our latest post, we break down a practical three-step framework for identifying the scope of change before you build a single deliverable, including how to conduct a structured document review that generates targeted elicitation questions rather than generic ones, the specific meeting structure that converts stakeholder conversations into scope data rather than general impressions, and a validation approach that tests your scope picture against the people responsible for delivering the change before your strategy is locked.

Your Organizational Change Management plan is only as strong as the scope understanding it was built on. Here is how to get that foundation right.

Show Me the 3-Step Framework

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