Blueprint

How your changed organisation will look


"How's it going to be different when I've made the change?"

The Blueprint is a clear, defined documentation of your changed organisation after completion of the Programme and delivery of the benefits.

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In other words - this is the capability - and the “where we want to be” - that you described in the Pre Programme Review and Planning process.

See this for an overview:



The Blueprint takes the review process further and provides a detailed description of what the changed organisation looks like in terms of:

  • Organisation structure, staffing levels, roles and skill requirements necessary to support the future business operations

  • Cultural changes and the specific definitions, characteristics, actions and behaviours that will define the new or changed culture

  • Business models of the new functions, processes and operations

  • Information systems, tools, equipment, buildings, required for the future business operations

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  • The data required for the future business operations

  • Costs, performance and service levels for the support required for the future business operations

With the possible exception of the Benefits Profile, this is the single most important document in your programme.

It is used actively in a structured manner to maintain focus on the delivery of the new capability throughout the duration of your Programme.


8 FREE Introductory Lessons from Practitioners Masterclass - HERE




Key Questions


blueprint, programme, strategies for managing change, change management,change managers,change management training (1) Strategic review questions

- Where have we come from?
- Where are we now?
- Where do we want to be?
- What will happen if we don’t get there?
- What are forces or drivers for this change?
- What are the forces or drivers against this change?
- What are the strongest forces for change?
- What are the strongest forces against change?
- What will be the impact of changing?
- What will be the impact of not changing?
- Is change viable?

(2) What is your vision for the changed organisation?

- Has this been communicated to your people?
- If so, do they share this vision? [If not, why not]

(3) How would you describe your organisation, its culture and core processes now - (key characteristics) - key issues (actions and behaviours) - major focus (areas of impact)?

- Have you documented any of this?
- Have you defined cultural frameworks of your organisation - to show "this is what we look like"?

(4) How do you want the business to look after everyone's changed - how will the specifics of the culture and core processes have changed?

- Where are the gaps between now and where you want to be?
- What steps are needed to close the gaps?
- What are the implications of this?
- Do you know the steps to be undertaken to get from: "where are we now" to "where we want to be"?
- Have you identified, for each step, the implications – specifically the people impacts and the issues and exposures that have to be addressed to progress to the next step?

(5) Do you have a clear blueprint that defines your changed organisation after the change?

- Is it going to be actively used in a structured manner to maintain focus throughout the duration of your change initiative?







Benefit Profile and Management

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practitioners masterclass,change management training,change managers,change management



practitioners masterclass,change management training,change managers,change management


practitioners masterclass,change management training,change managers,change management


change management,change managers,change management training