United Kingdom · Internal consulting · Lead (8-12 years)

Lead Change Management Strategist

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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One email: what AI is changing in this job, the new skills it asks for, where it leads, and where to start free. With a link back here. Nothing else follows unless you confirm your address.

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Experience bandLead (8-12 years)
Direct reports3-8 reports
Reports toDirector of Change & Transformation
UK framework levelUsually a manager, or the deepest specialist in a team

Also advertised as Change Programme Lead · Principal Change Consultant · Transformation Architect

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Level 6 Award in Leading Organisational Change Institute of Sales Professionals · Level 6 · covers 1 of 10 standards

Level 6 Certificate in Professional Sales Institute of Sales Professionals · Level 6 · covers 1 of 10 standards

CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 10 standards

IAO Level 3 Diploma in Leadership and Management Innovate Awarding · Level 3 · covers 1 of 10 standards

Pearson BTEC Level 4 Diploma in Professional Competence for IT and Telecoms Professionals Pearson Education Ltd · Level 4 · covers 1 of 10 standards

Highfield Level 3 Diploma in Management (RQF) Highfield Qualifications · Level 3 · covers 2 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Lead Organisational Change Level 6 Award in Leading Organisational Change

Manage strategic change CMI Level 5 NVQ Diploma in Management and Leadership

Change leadership IAO Level 3 Diploma in Leadership and Management

Implement change in own area of responsibility Pearson BTEC Level 4 Diploma in Professional Competence for IT and Telecoms Professionals

Implement change Highfield Level 3 Diploma in Management (RQF)

The future skills this job leans on

Data Fluency turning numbers into a decision

Change Fluency taking people through change

Systems Fluency seeing the whole picture

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Your Plan Illustration

Built for Lead Change Management Strategist

5 units that map to this job, from the qualifications that cover it.

Lead Organisational Change Institute of Sales Professionals · covers 1 of 10 standards Level 6
Manage strategic change Chartered Management Institute · covers 1 of 10 standards Level 5
Change leadership Innovate Awarding · covers 1 of 10 standards Level 3
Implement change in own area of responsibility Pearson Education Ltd · covers 1 of 10 standards Level 4
Implement change Highfield Qualifications · covers 2 of 10 standards Level 3

These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Lead Change Management Strategist?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

Digital Adoption Platforms (DAPs) Strategy & Integration
Data Storytelling for Transformation

Why each one is rising

The future skills this job leans on

Data Fluencyturning numbers into a decision
Change Fluencytaking people through change
Systems Fluencyseeing the whole picture

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Lead Change Management Strategist plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This job means planning and leading change across an organisation, so new ways of working take hold. It involves connecting strategic goals to the day-to-day work of the people affected by them. The focus is on making change stick.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Smartsheet Advanced

Designing complex, cross-functional project plans for major programmes, including intricate dependencies, resource allocation across your team, and automated workflows for tracking change activities and reporting progress to senior stakeholders. You'll build the dashboards that show programme health.

Miro Expert

Designing and facilitating complex, multi-day strategic workshops for senior leaders to align on change vision, conduct deep-dive impact assessments, or brainstorm resistance mitigation strategies. You'll be able to train others on effective digital facilitation techniques.

Power BI Advanced

Building complex, interactive dashboards that connect multiple data sources (e.g., HRIS, Qualtrics survey data, system logs) to provide nuanced insights on change adoption, sentiment, and programme effectiveness. You'll use these to present to executive committees and justify strategic decisions.

Qualtrics Expert

Designing sophisticated enterprise-wide surveys with complex logic and branching for change readiness assessments, pulse checks during transformations, and post-implementation feedback. You'll then analyse both qualitative and quantitative data to identify key themes, resistance points, and areas for strategic intervention across your programmes.

MS Teams / SharePoint Advanced

Designing and implementing the full communication and knowledge management architecture for major transformation programmes, including site structure, permissions, content strategy, and ensuring effective collaboration across diverse, often geographically dispersed, teams. You'll set the standard for how programme information is shared.

Workday HCM Intermediate

Working closely with HR partners to understand the downstream impacts of large-scale organisational redesigns within Workday, ensuring accurate reporting structures, job roles, and employee data are reflected to support the change. You'll use data from Workday to inform impact assessments and training plans.

Anaplan Awareness

Understanding how the platform is used for financial and operational planning within the business. While you won't be building models, you'll need to know how to interpret Anaplan outputs to model the resource and financial implications of your change programmes and align them with the company's strategic goals.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choice	Coming in	Where you are now	The step above
Change Strategy & Methodology	Follows defined methodology, escalates deviations.	Adapts standard methodology to specific project needs, consults manager on significant changes.	Designs bespoke change strategies, selects appropriate methodologies, consults Director on enterprise-wide implications.
Programme Budget Allocation (Change specific)	No budget authority, requests resources from manager.	Manages small project budgets up to £10K, seeks approval for exceptions.	Manages workstream budgets up to £50K, recommends larger investments to programme lead.
Team Hiring & Development	No hiring authority, provides feedback on candidates.	No hiring authority, informally mentors junior colleagues.	Mentors 0-2 junior colleagues, provides input on team structure.
Stakeholder Engagement & Conflict Resolution	Escalates all stakeholder conflicts to supervisor.	Resolves routine stakeholder conflicts within project scope, escalates complex issues.	Independently manages and resolves most stakeholder conflicts, seeks Director input for highly political situations.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Programme Adoption Rate

The percentage of targeted users actively using a new system or following a new process after go-live for programmes you lead.

Target · Achieve 85-90% weekly active usage of a new system within 6 months of go-live, or 80% adherence to new processes.

For the new CRM implementation, you'd track active user logins and key feature usage. If 88% of the sales team logs in daily and uses the new opportunity pipeline feature within 4 months, you're hitting it.

Change Readiness Improvement

The uplift in our organisation's preparedness for major changes, as measured by formal assessments.

Target · Increase average change readiness scores for your programmes from an initial 55% to 75% between baseline and pre-launch assessments.

If the initial readiness survey for the new Finance ERP showed 50% of users felt prepared, you'd aim to get that to 75% or higher before we switch over. This shows your interventions are working.

Resistance Mitigation & Issue Resolution

The speed and effectiveness with which identified resistance points and adoption issues are addressed across your programmes.

Target · Reduce critical resistance points by 60% within 3 months of identification and resolve 90% of high-priority adoption issues within agreed SLAs (typically 5 working days).

If a key business unit is openly resisting a new policy, you'd measure how quickly you can get their leadership on board and see a reduction in 'pocket vetoes' or overt pushback, tracking it in your resistance heat map.

Programme ROI Contribution

The direct financial value (cost savings or revenue uplift) attributed to the successful human adoption of transformation programmes you've led.

Target · Contribute to the realisation of at least £1M-£5M in annualised programme benefits through effective change management, as validated by Finance.

If a new procurement system promises £2M in savings, your role ensures that employees actually use it correctly to achieve those savings, rather than reverting to old, more expensive methods. You'll work with Finance to show the link.

Sponsor Engagement & Advocacy

How actively and visibly senior leaders champion the change, especially when things get tough.

Sponsors proactively communicate the 'why', attend key programme meetings, visibly address resistance, allocate necessary resources, and are sought out by you for advice. They're not just signing off
they're actively driving it. You'll see them speaking about the change in town halls and backing your team when pushback happens.

Change Agent Network Effectiveness

The health and impact of the network of internal champions you build to support change at the grassroots level.

Your change agents are actively engaged, providing regular, candid feedback, and demonstrably influencing their peers. They're seen as trusted sources of information and support within their teams, not just 'extra work'. You'll get unsolicited positive feedback about their impact and see them proactively solving local issues.

Strategic Influence & Credibility

Your ability to shape the direction of major transformation programmes and be seen as a trusted advisor by senior leadership.

You're brought into new programme planning early, before critical decisions are locked in. Senior leaders seek your advice on difficult change challenges, and your recommendations are consistently acted upon. You're invited to contribute to broader strategic discussions, not just the 'change bit'. People listen when you speak, and they trust your judgment.

Team Development & Mentorship

The growth and capability of the change practitioners you lead and mentor.

Your direct reports consistently meet or exceed their performance goals, take on more complex work, and express high job satisfaction. They seek your guidance and feel supported in their development. You'll see them successfully leading their own workstreams and growing into more senior roles, often citing your mentorship as a key factor.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy

Driving Large-Scale Impact

You'll be energised by seeing your strategic plans influence thousands of employees and contribute directly to major business outcomes. This shows up in your dedication to tracking adoption metrics and refining your approach based on real-world feedback.

Knowing that your communication strategy led to a 20% faster adoption of a new core system across 5,000 users, directly saving the company millions in productivity, would be a huge win for you.

Solving Complex Human Problems

You thrive on dissecting why people resist change, figuring out the root causes, and designing creative interventions to overcome those barriers. This means you're always analysing feedback, observing behaviours, and iterating on your plans.

When a key department pushes back hard on a new process, you don't just see 'resistance'; you see a puzzle to solve. You'll dig into their specific concerns, maybe run a focus group, and then craft a tailored approach that addresses their 'WIIFM'.

Building Organisational Capability

You're motivated by growing your team's skills, coaching senior leaders on change leadership, and helping the organisation become inherently better at managing change. You'll spend time mentoring, sharing best practices, and advocating for change management as a core discipline.

Seeing one of your direct reports successfully lead a complex change workstream independently, or receiving feedback that a business leader you coached is now a much more effective sponsor, would be deeply satisfying.

What frustrates people

The 'Bolt-On' Problem: Being brought into a major programme weeks before launch, long after critical decisions have been made, and then asked to 'just do the comms' for a change you had no input on. It feels like being an afterthought.
Sponsor Evaporation: When executive sponsors are enthusiastic behind closed doors but disappear or become passive the moment public support is needed to overcome resistance. You're left holding the bag.
Accountability Without Authority: Being held responsible for driving adoption metrics across a large programme while having no direct control over the managers or employees whose behaviour needs to change. It's a constant battle of influence.
The Glorification of 'Go-Live': The programme team declares victory and disbands at the technical launch, leaving you and your team to deal with the much harder, longer-term work of adoption and sustainment alone. 'Go-live is a milestone, not the destination' becomes your mantra.
Confusing Change Management with Project Management: Constantly having to explain that your role is not just about tracking timelines and deliverables, but about managing the human side of the transition. People still think you just send emails.
The Resistance Paradox: Being hired to manage resistance, but then being criticised by leaders for surfacing the 'bad news' about employee concerns and pushback. It's like being shot for being the messenger.

What this role does not give you

A quiet, predictable routine: Expect constant shifts in priority, urgent requests that derail your day, and the need to adapt your plans on the fly.
Direct control over outcomes: You influence, you persuade, you advise, but you rarely have direct command-and-control authority over the people implementing the change.
Instant results: Large-scale behavioural change takes time, patience, and sustained effort. You won't see dramatic shifts overnight.

8Who you work with

This role directly shapes the success of our most significant organisational transformations. You'll be accountable for ensuring that multi-million pound investments actually deliver their intended value by driving widespread adoption and embedding new ways of working. Your work prevents change fatigue, boosts employee engagement during disruption, and ultimately enhances our company's ability to adapt and grow.

Inside the business

C-Suite (for programme sponsorship and strategic alignment)
Business Unit Leads (your primary clients for transformation)
HR Partners (for talent impact, training, and org design)
IT Programme Directors (for technical delivery alignment)
Other Internal Consulting Leads (for cross-programme coordination)

Outside the business

Strategic Vendor Partners (e.g., for new software implementations)
External Consultants (where brought in for specialist expertise)

9What you need before you start

Not a wish list. The things you would be expected to already have.

Proven experience (5+ years) in leading end-to-end change management for medium-to-large scale projects, demonstrating a solid grasp of foundational methodologies.
Demonstrated ability to influence senior stakeholders (Director-level and above) without direct authority, securing buy-in and active sponsorship.
Experience in designing and executing comprehensive communication and training plans for diverse audiences, showing tangible adoption results.
A track record of identifying and successfully mitigating resistance to change, using data-driven approaches and empathetic engagement.
Some experience in coaching or mentoring junior change practitioners, helping them to develop their skills and navigate complex situations.

10What to practise next

Where the job is going, and what to do about it starting this week.

Prompt Engineering & LLM Integration for Strategic Comms & Analysis

The speed and quality of AI-generated content are rapidly improving. As a Lead Strategist, you'll need to master prompt engineering to direct LLMs to draft high-quality, nuanced programme communications, executive summaries, and even preliminary analyses of qualitative feedback. Those who get this right will outproduce peers and free up significant time for strategic thinking.

Advanced prompt design for complex tasks · Context windows and token limits for large documents · Output validation and hallucination detection · Integration with internal knowledge bases (RAG)

This week: Experiment with advanced prompting techniques using ChatGPT or Claude for drafting programme communications or summarising meeting notes.
This month: Identify one recurring communication (e.g., weekly programme update) and use an LLM to draft it, then refine and compare with your manual effort.
Next quarter: Explore how to use LLMs to summarise large qualitative feedback sets from Qualtrics, identifying key themes and sentiment.
Month 6-12: Lead a small internal project to integrate an LLM into a specific change management workflow, documenting productivity gains and sharing best practices with your team.

Quick win: Start using AI to draft your internal emails, meeting agendas, and even initial outlines for presentations. It's a low-risk way to get comfortable and see immediate time savings.

11Staying current once you are in

What people here do to keep up

Regularly engage with industry thought leaders and research in organisational change, behavioural science, and digital adoption.
Participate in relevant conferences, webinars, and workshops to stay current with emerging trends and best practices.
Seek out opportunities to coach and mentor junior colleagues, honing your leadership and development skills.
Actively contribute to our internal 'Community of Practice' for change management, sharing insights and learning from peers.
Undertake specific training in advanced facilitation techniques for senior executive workshops.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Digital Adoption Platforms (DAPs) Strategy & Integration

Traditional training and communication methods struggle to scale and provide real-time support for complex system changes. DAPs (like WalkMe, Pendo) offer in-application guidance, analytics, and personalised learning, becoming critical for driving proficiency and sustainment in large-scale tech transformations. Our competitors are already using them to accelerate adoption.

In-application guidance & walkthroughs
User analytics & behavioural insights
Personalised learning paths
Integration with existing learning ecosystems

Data Storytelling for Transformation

Senior leaders are drowning in data, but often lack clear, compelling narratives that connect adoption metrics to business value. As a Lead Strategist, you'll need to move beyond just presenting charts to weaving data into persuasive stories that drive executive decisions and inspire continued investment in change.

Narrative structure for data
Visualisation best practices (beyond defaults)
Audience-centric messaging
Connecting adoption to ROI

13What you’ll use

What you’ll use

Skills this role draws on

Technical

Prosci ADKAR® Model
Stakeholder Analysis & Strategic Influence Mapping
Change Impact Assessment (CIA) & Mitigation Planning
Kotter's 8-Step Change Model
Communications Strategy & Execution (Programme-level)
Resistance Management & Sponsorship Coaching

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

1
Senior Change Management Consultant (L3)
3-5 years in previous role
Skills to master
- Leading end-to-end change for medium-complexity projects, managing diverse stakeholders, designing comprehensive communication and training plans, informal mentorship.
You're ready to move on when
- Successfully led 3+ significant change projects with measurable adoption outcomes.
- Consistently received positive feedback on your ability to influence and build rapport with senior leaders.
- Demonstrated ability to identify and proactively address complex resistance points.
- Started to coach or mentor junior team members, showing leadership potential.
2
Programme Manager (non-CM background)
5-7 years in previous role
Skills to master
- Strong programme delivery, stakeholder management, risk mitigation, budget oversight. You'd need to layer on deep change management methodology and behavioural science understanding.
You're ready to move on when
- Successfully delivered large-scale, complex programmes on time and budget.
- Recognised for strong stakeholder engagement and problem-solving skills.
- Expressed a clear passion for the 'human side' of transformation and proactively sought out change management responsibilities.
- Completed foundational change management certifications (e.g., Prosci).
3
Management Consultant (External Consulting)
4-6 years in previous role
Skills to master
- Client relationship management, strategic problem-solving, structured thinking, presentation skills. You'd need to deepen your expertise in internal change implementation and sustainment, moving beyond advisory.
You're ready to move on when
- Led significant workstreams or projects for external clients, delivering tangible results.
- Highly skilled in strategic analysis, problem structuring, and executive communication.
- Demonstrated an interest in internal, long-term organisational transformation and culture change.
- Proven ability to build trust and influence at senior levels.

15Where this role leads

The long view: This work can lead to roles such as VP of Enterprise Transformation, Chief Operating Officer, or Chief People Officer.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Lead Change Management Strategist is actually changing.

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Lead Organisational Change, worked against Lead Change Management Strategist.

Lead Organisational Change Level 6

Applied to your work in Lead Change Management Strategist

This unit aims to provide learners with a comprehensive understanding of organisational change, including various models and influencing factors. Learners will be able to effectively communicate a change vision to stakeholders and lead the change process, managing resistance to ensure successful implementation.

How the thinking builds

1 Remember
2 Understand
3 Apply
4 Analyse
5 Evaluate
6 Create

An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Lead Change Management Strategist plan, free

See Your Progress Grow Illustration

Lead Change Management Strategist

Prosci ADKAR® Model
Stakeholder Analysis & Strategic Influence Mapping
Change Impact Assessment (CIA) & Mitigation Planning
Kotter's 8-Step Change Model
Communications Strategy & Execution (Programme-level)
Resistance Management & Sponsorship Coaching

This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Lead Change Management Strategist is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Change Management Manager / Principal (L5)
3-5 years in current role

You'd move from leading multiple programmes to managing a team of Lead Strategists and owning the overall change management capability for a significant department or function. This involves developing the methodology, standards, and talent within the change function.
- Change Management Maturity Model Implementation
- Enterprise-wide Change Portfolio Optimisation
- Advanced Analytics for Organisational Health
- Strategic HRIS Integration (Workday HCM at a deeper level)
Director of Change & Transformation (L6)
5-8 years in current role

This is a significant jump, moving to owning the entire transformation portfolio for a major business unit or even the entire company. You'd be responsible for aligning all change initiatives with multi-year strategic goals and reporting directly to the C-suite.
- Enterprise Transformation Framework Design
- Strategic Partnership Management (external consultants, vendors)
- Advanced Financial Modelling (for transformation ROI)
- Organisational Agility & Culture Transformation

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, a big chunk of change management involves repetitive tasks, sifting through feedback, and drafting endless communications. What if you could get 2-3 days back every week to focus on the truly strategic, human-centric parts of your role? Our new AI Productivity Hub is designed to do just that.

For a Lead Change Management Strategist, AI isn't about replacing your expertise; it's about amplifying it. Imagine having an intelligent assistant that helps you quickly analyse vast amounts of sentiment data, draft programme-level communications in minutes, or even brainstorm complex resistance mitigation strategies. It frees you up to focus on the high-value, human-to-human interactions that only you can do.

Automated Programme Comms Generation

Use generative AI tools, pre-trained on our company's tone and style, to create first drafts of programme-level communications. This includes executive summaries, detailed FAQs for diverse audiences, manager talking points, and even social media posts. Just input the key messages, audience, and desired tone, and get a solid draft in minutes. Think of the time saved on those weekly updates!

Sentiment Analysis Accelerator for Programmes

Feed open-ended feedback from enterprise-wide surveys (Qualtrics), focus groups, and internal social channels (MS Teams) into an AI tool. It can rapidly identify key themes, gauge sentiment (positive, negative, neutral) across different business units, and pinpoint pockets of high resistance or confusion. This saves you days of manual reading and helps you target interventions precisely.

Strategic Sounding Board & Research Assistant

Use AI as your personal strategic partner. Ask it to 'Summarise the latest thinking on managing change fatigue in a hybrid workforce' or 'Brainstorm 10 creative ways to build desire for a new financial process among a global sales team'. It's like having a highly knowledgeable junior consultant available 24/7 to help you think through complex programme design challenges or research best practices.

Impact Assessment & Mitigation Starter Kit

Provide an AI tool with 'before' and 'after' process maps, organisational charts, or role descriptions for a major programme. Ask it to generate a preliminary Change Impact Assessment, identifying potential changes to processes, systems, roles, and behaviours for different stakeholder groups. This gives you a structured, data-rich starting point for deeper analysis and mitigation planning, especially useful for multi-faceted transformations.

Common questions

How do you become a Lead Change Management Strategist?

Common routes in include Senior Change Management Consultant (3-5 years in previous role), Programme Manager (non-CM background) (5-7 years in previous role) and Management Consultant (External Consulting) (4-6 years in previous role). Times vary with prior experience.

Where can a Lead Change Management Strategist progress to?

This role can lead on to Change Management Manager / Principal (3-5 years in current role) and Director of Change & Transformation (5-8 years in current role), depending on the skills you build.

What new skills matter most for a Lead Change Management Strategist?

Increasingly, Digital Adoption Platforms (DAPs) Strategy & Integration and Data Storytelling for Transformation. These are the skills our record of this role lists as growing.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Lead Change Management Strategist plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.

Lead Change Management Strategist

Where should we send it?

Two short quizzes about you

Will AI change your work as a Lead Change Management Strategist?

What's rising in its place

Digital Adoption Platforms (DAPs) Strategy & Integration

Data Storytelling for Transformation

Skills this role draws on

Technical

How you actually get there, here

Senior Change Management Consultant (L3)

Programme Manager (non-CM background)

Management Consultant (External Consulting)

The credential is what you can do today. These are what keep you valuable.

Roles this leads to

One to one, on the work you already do

Everything else the record holds

The career path, and where it branches

Change Management Manager / Principal (L5)

Director of Change & Transformation (L6)

Where AI is starting to help

Automated Programme Comms Generation

Sentiment Analysis Accelerator for Programmes

Strategic Sounding Board & Research Assistant

Impact Assessment & Mitigation Starter Kit

Common questions

Want a read on where you stand?