SUBTITLE

DO IT Change Method™ Intensive

Client Name

PREPARED BY NAME

Introduction

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Context / Pain Points

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INTRODUCING

THE DO IT CHANGE METHOD™

The first individual-facing change framework born directly from organisational change management practice

D

DISCOVER

Understand your reality. Name what has actually changed.

O

OWN

Choose your response. Claim authority and posture.

I

IMPLEMENT

Take small, aligned steps. Sustainable action at your pace.

T

TRANFORM

The internal shift becomes visible in how you show up.

Why the DO IT Change Method™?

Traditional change approaches are highly effective at the organisational level — focusing on planning, communication, and stakeholder alignment. Frameworks like ADKAR or Kotter are organisational maps. They tell the company where to go, but they do not help the individual employee manage the internal reality of fear, confusion, and resistance. They measure compliance, not commitment. The data is clear on what happens when this individual layer is ignored:

143%

vs. 35%

ROI for organizations with effective change management versus poor or no change management — a four-fold gap

McKinsey — Study of 40 organizations

88%

vs. 13%

of projects with excellent change management meet objectives, versus just 13% with poor management — a 7x success difference

Prosci Change Management Research

3.5x

vs. 35%

higher change resistance in public sector organizations when change is perceived as imposed rather than engaged with

Journal of Public Administration Research and Theory

82%

of Sub-Saharan African public sector leaders cite employee resistance and low morale as their top reform barrier — ahead of budget and technology

PwC Africa — Public Sector Leadership Survey, 2023

The Individual Layer

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Addressing the "Success Gap"

Traditional change approaches are highly effective at the organisational level — focusing on planning, communication, and stakeholder alignment. Frameworks like ADKAR or Kotter are organisational maps. They tell the company where to go, but they do not help the individual employee manage the internal reality of fear, confusion, and resistance. They measure compliance, not commitment. The data is clear on what happens when this individual layer is ignored:

Objectives

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Intensive Programme Structure

To ensure a holistic view of the [CLIENT]’s culture, we recommend a Mixed-Level Cohort.

The Approach: Participants from various levels of the hierarchy will participate in the same intensive.
Safety & Format: While the intensive is a group experience, we utilize structured separation. High-level framework delivery happens collectively, while "real-talk" application happens in level-based breakout groups to protect psychological safety and encourage candid feedback.
Format: 7 sessions total (2 per week, weeks 2-4), 90 minutes each, delivered as a high-energy intensive.

PRE-START

Baseline Survey

Administered digitally and anonymously before Session 1. Captures each participant’s current comfort level with change, awareness of their change style, and confidence in navigating the [CLIENT]’s current situation.

WEEK 1 - SESSION 1

Level Setting

Introduction to the DO IT Change Method™. Framing the current [CLIENT] context. Establishing safety and a shared language. Participants are introduced to the concept of changing archetypes.

HOMEWORK

Change Archetype Assessment™

Participants complete the proprietary Change Archetype Assessment™ independently as homework following session 1.

WEEK 2 — SESSIONS 2 & 3

DISCOVER

Unpacking personal change archetypes. Understanding how each individual responds to change — what drives them, what blocks them, and where they currently sit within the [CLIENT]’s change landscape.

WEEK 3 — SESSIONS 4 & 5

OWN & IMPLEMENT

Moving from awareness to agency. Identifying what participants can and cannot control. Applying the framework to live [CLIENT] scenarios. Structured reflection and peer accountability.

WEEK 4 — SESSIONS 6 & 7

TRANFORM & Close

Embedding the framework into daily practice. Reviewing movement from baseline. Capturing group-level data and insights. Closing session with key takeaways and a forward-looking action plan. Post-survey administered.

Measurement & Reporting

A key feature of this session is its ability to demonstrate measurable movement — not just anecdotal feedback. Participants complete a structured survey before Session 1 and after Session 7. The survey measures:

Comfort level with the current change (scored 1–10)
Confidence in their ability to navigate the change (scored 1–10)
Willingness to actively support the change initiative (scored 1–10)
Awareness of their own change response style

Results are reported at a group/aggregate level only. No individual scores are attributed. This protects confidentiality and encourages honest responses.

Why This Is the Right Intervention — Right Now

Post-restructuring environments sit in the highest-risk change category.

The [CLIENT] is not navigating ordinary organisational change. Post-restructuring environments are among the most psychologically demanding contexts for employees, combining uncertainty about roles, shifts in identity, and pressure to perform, all simultaneously. The evidence is consistent: when this moment is not actively supported, it becomes a sustained cost.

Three data points anchor the need for the right intervention:

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THE BOTTOM LINE

The [CLIENT]’s employees are not experiencing a communication problem. They are experiencing a change navigation problem. The DO IT Change Intensive™ gives them a structured, communal, and repeatable process to move through it.

The cost of doing nothing is already being paid.