05 | People & Change
Your people lead the change
People and change is where the other services become real. Strategy (01), technology and data (02), supply chain (03) and customer centricity (04) all describe what the organisation needs to do differently; none of it happens unless the people inside the organisation are ready to bring that change about and lead it themselves. That is the thinking behind this section: getting internal people ready, up-skilling them and making the holistic changes needed so teams work in sync with the rest of the operating model, and the required changes are led from within rather than imposed from outside.
This matters for the durability of everything we do across sections 01 to 04. Change that depends on external advisers stops when the advisers leave; change led by the organisation’s own people continues. So our role here is deliberately capability-building: we work with leaders, managers and teams to make sure the organisation can not only absorb the changes the strategy requires, but own them, sustain them and lead the next ones without us. We sell capability, then embed it, so the organisation succeeds independently.
Services within People & Change
What it means
Organisational design is the deliberate shaping of structure, roles, responsibilities and decision rights so the organisation can deliver its strategy. It answers who does what, who decides, and how the parts connect, and it must be aligned to sections 01 to 04: the structure the strategy requires, the roles the technology and supply chain model demand, and the customer-facing shape the end state needs.
How we help
We help leaders design or reshape the organisation around what the strategy actually requires, rather than around history or hierarchy. That includes aligning structure with the operating model across 01 to 04, clarifying decision rights and ownership, and ensuring the design can flex as the organisation grows. Where design changes are needed, we prepare the organisation to make them well, with people treated as participants in the change rather than subjects of it.
What it means
Workforce planning is the forward view of the people the organisation needs: numbers, skills, locations and timing, planned against the strategy rather than against last year’s headcount. It connects the ambition in 01, the systems and processes in 02 and 03, and the customer demands in 04 to a concrete plan for the people who will deliver them.
How we help
We help organisations plan their workforce deliberately: what roles and skills the end state requires, what exists today, and the plan to close the gap through recruitment, development or redeployment. We keep the plan in sync with the other services, so when the strategy, technology or supply chain changes, the workforce plan changes with it rather than drifting out of date.
What it means
Change management is the discipline of helping people move from how things work today to how they need to work: preparation, communication, support and the reinforcement that makes new ways of operating stick. Sustained change needs people to be prepared and able to own the changes that affect their work.
How we help
We help organisations run change in a way that builds internal leadership of the change from the start. We identify who is affected across initiatives in 01 to 04, prepare managers to lead their teams through it, equip them with communication and support structures that sustain adoption, and transfer the change disciplines to internal owners so the organisation can run future changes itself.
What it means
Capability improvement is the deliberate up-skilling of the organisation’s people so they can operate, and lead, at the level the strategy requires. It goes beyond training courses: it is the combination of skills, confidence, tools and authority that lets people take ownership of their part of the operating model.
How we help
We help organisations assess the capabilities needed across 01 to 04, from planning and financial disciplines to technology, supply chain and customer insight, and build the development pathways that close the gaps. We deliberately build capability in your people rather than delivering everything ourselves, so internal teams can lead and sustain what has been established. Where leaders and managers need strengthening to carry the change, we focus there first.
What it means
Culture and behaviour are the patterns of how people actually act: what is rewarded, what is tolerated, how decisions really get made. They determine whether the structures, plans and systems in 01 to 04 are lived or quietly bypassed, which is why culture is treated here as a designable, manageable element of the operating model rather than an afterthought.
How we help
We help leadership teams look honestly at the current culture, define the behaviours the strategy and customer commitments require, and align the signals that shape behaviour: leadership example, recognition, performance expectations and the stories the organisation tells. Where behaviour change is needed to keep the operating model in sync, we help make it explicit and led, not hoped for.