Global financial institution · Multi-location · Role: Change Management (workstream support)

The challenge
A global financial institution was running a finance transformation programme across its international locations and teams. A change of this scale fails quietly: not with a dramatic go-live collapse, but with leadership unsure which groups will resist, where the disruption will bite hardest, and where to spend finite communication and training effort for maximum effect. Without that map, change activity gets spread thin and the highest-risk areas go under-served.

What I did
Working within the change workstream, I ran the change impact assessment end to end — identifying and heat-mapping stakeholders across the client’s global locations, then interviewing them directly to understand where the programme would land hardest and where resistance was most likely. I turned that analysis into a clear picture of the organisation’s readiness and presented it, with concrete recommendations, to the client’s leadership: specifically where to concentrate communications and training for the greatest return.

The outcome

The client’s leadership went from a general sense of risk to a targeted, evidence-based plan — knowing exactly which stakeholder groups needed attention first and where communication and training would do the most good, rather than spreading effort evenly and hoping.