The success of major change programmes depends on teams formed at different stages including management team, project team, implementation teams, functional champions and other key stakeholder groups. We apply a “customer perspective” to • External customers, partners and other stahkeholders • Key internal teams and groups that impact on the initiative

1. Customer in Flow Ltd
Whiteleaf Business Centre
Buckingham. UK. MK18 1TF
Tel: +44 (0) 1280 823 702
Mail: info@peopleinflow.com Web: www.peopleinflow.com
Registered England & Wales: No. 9303794
CHANGE YOUR BUSINESS FROM THE INSIDE OUT
The success of major change programmes depends on teams formed at different stages including
management team, project team, implementation teams, functional champions and other key
stakeholder groups.
We apply a “customer perspective” to
• External customers, partners and other stahkeholders
• Key internal teams and groups that impact on the initiative
This forms the basis of:
Programme Health Check that looks at current performance across ten key internal and external
areas affecting the change programme and impacting on the value delivered to internal & external
customers and to the organisation. These can be used as programme checks at different stages of
design and implementation.
Programme Team Check looks at how individuals in the programme teams work together. We use a
leading profiling tool designed for individuals and teams that identifies what the individuals are good
at and suggests ways that they can work together to improve team dynamics.
Development events These perspective tools can be used to inform a series of workshops that look
at the impacts of change on the organisation and key stakeholder groups. In particular, outputs can
be used as benefit statements for internal and external communications.
17% of large IT projects go so badly that they can threaten the very existence of the company & on
average, large IT projects run 45% over budget and 7% over time, delivering 56% less value than
predicted – McKinsey & Company in conjunction with the University of Oxford 2012.
The biggest barriers to success are people factors: Changing mind-sets and attitudes – 58%.
Corporate culture – 49%. Lack of senior management support – 32%. – IBM (2013)

2. Customer in Flow Ltd
Whiteleaf Business Centre
Buckingham. UK. MK18 1TF
Tel: +44 (0) 1280 823 702
Mail: info@peopleinflow.com Web: www.peopleinflow.com
Registered England & Wales: No. 9303794
The framework utilised by Customer in flow is based on an approach used in work in CRM [1]
and a
methodology for “Business Model Generation led by Alexander Osterwalder & Yves Pigneur[2]
[1] “Handbook of CRM” by Adrian Payne [Director of the Centre for Customer Relationship at Cranfield School of Management provides a
strategic framework for considering CRM in an organisation: Butterworth-Heinmann 2006
[2] “Business Model Generation. Alexander Osterwalder & Yves Pigneur from wiley.com. See http://www.businessmodelgeneration.com
Based on this framework, the Customer in flow health-check was as developed by Jon Chidley and
Neville Pritchard as part of research published by Emerald Publishing (Industrial and Commercial
Training Volume 46 Number 6, 2014 ISSN 0019-7858). For an organisation, this can be completed as
a starting point for exploratory change workshops and form the basis of checklists and project stage
health checks as illustrated in the process below.
These initiatives result in:
• Improved levels of productivity
within programme teams and with
the groups with which they interact
by at least 10%
• Improved team effectiveness and
cross function collaboration
reducing re-working and improving
the level of success at key project
stages – Increased Change Impact
• Improved working environments
with more innovative contributions
and high energy, increasing service
levelmeasures by up to 15%