Create a structured change management plan for any organisational change. Use when asked to write a change management plan, manage a change initiative, plan a system rollout, or lead an organisational transformation. Produces a plan covering stakeholder analysis, impact assessment, communication strategy, and resistance management.
Start a fresh conversation. Replace the highlighted placeholders.
Use change-management-plan to create a rollout plan for [change and current state], covering [scale, timeline, and sponsor] and [adoption risk and failure consequences]; mark missing details as *(assumed, confirm)* and include stakeholders, communications, training, resistance responses, and adoption measures.
Required inputs
[change and current state]
[scale, timeline, and sponsor]
[adoption risk and failure consequences]
User-approved starter prompt based on a pinned source version; check current skill requirements before running. Task evidence ↗
SKILL.md
name: change-management-plandescription: "Create a structured change management plan for any organisational change. Use when asked to write a change management plan, manage a change initiative, plan a system rollout, or lead an organisational transformation. Produces a plan covering stakeholder analysis, impact assessment, communication strategy, and resistance management."
Change Management Plan Skill
Produces a structured change management plan — because most change initiatives fail not because the change is wrong, but because people aren't brought along with it.
Required Inputs
Work from what is given. If any of these is missing, still produce the complete output: fill each gap with a reasonable assumption marked (assumed, confirm) and list those assumptions at the end. Ask a question first only when the core subject itself is missing (there is nothing to write about).
The change (what is changing, and what is the current state?)
Scale (how many people affected, in how many teams/locations?)
Timeline (when does the change go live? How long is the transition?)
Sponsor (who is accountable at senior level?)
Key concern (what is the biggest risk to adoption?)
What happens if change fails (consequences of low adoption)
Output Structure
Change Management Plan: [Change Name]
Change sponsor: [Executive owner]
Change manager: [Who is running this]
Go-live date: [Date]
Affected population: [N people, N teams/locations]
1. Change Summary
From (current state): [Specific description of today's situation]
To (future state): [Specific description of what changes]
Why this change is happening: [Honest explanation — people adopt change faster when they understand the real reason]
What stays the same: [Explicitly naming what is NOT changing reduces anxiety]
2. Stakeholder Analysis
Stakeholder group
Size
Impact level
Current sentiment
What they need
[Group]
[N]
High/Med/Low
Supportive / Neutral / Resistant
[Specific concern or need]
Key influencers to engage early:
[Name the informal leaders, respected voices, and early adopters who can help. And the resistors who need direct attention.]
3. Impact Assessment
Area
Impact
Severity
Action needed
Daily workflow
[What changes day-to-day]
High/Med/Low
[Training / support / redesign]
Systems or tools
[What tools are affected]
Roles and responsibilities
[Any role changes]
Processes
[Process changes]
Metrics and targets
[Any KPI changes]
4. Communication Plan
Core message: [The 1-sentence summary everyone should understand and remember]
Audience
Message focus
Channel
Timing
Owner
All staff
[Why this is happening + what to expect]
All-hands / Email
[T-6 weeks]
Sponsor
Managers
[How to support their teams]
Manager briefing
[T-5 weeks]
Change manager
Directly affected teams
[What changes for them specifically]
Team meeting
[T-4 weeks]
Line manager
[Other group]
[Tailored message]
Communication principles:
Over-communicate — people need to hear a message 7 times to internalise it
Use managers to cascade, not just top-down announcements
Create a feedback channel — questions left unanswered become rumours
5. Training and Support Plan
Audience
Training type
Timing
Duration
Delivery
Owner
[Group]
[e.g. Hands-on system training]
[T-2 weeks]
[2 hours]
[In-person / online]
[Owner]
Go-live support:
[What support is available on day 1 — helpdesk, floor walkers, champions]
[Escalation path for issues in first 30 days]
6. Resistance Management
Anticipated resistance sources:
Concern
Who holds it
Root cause
Response
[e.g. "This will increase my workload"]
[Middle managers]
[Loss of autonomy]
[Specific action to address]
Resistance management principles:
Acknowledge concerns genuinely — dismissing resistance amplifies it
Involve resistors in design where possible — converts them into advocates
Distinguish between genuine concerns (worth addressing) and preference for the status quo (to be managed, not solved)
7. Adoption Metrics
Metric
Baseline
Target
Measurement point
Owner
[System usage rate]
[0%]
[80%]
[30 days post go-live]
[Owner]
[Process compliance]
[X%]
[Y%]
[60 days]
[Owner]
[Staff confidence score]
[Survey score]
[Target]
[90 days]
[Owner]
Adoption milestones:
D+7: [First check — early issues identified]
D+30: [First adoption review]
D+90: [Sustained adoption confirmed or remediation plan activated]
Quality Checks
"What stays the same" is explicitly addressed
Stakeholder analysis includes resistors, not just supporters
Communication plan uses managers to cascade (not just top-down)
Training is timed before go-live (not after)
Adoption metrics have a measurement date and owner
Resistance management has specific responses (not just "communicate more")
Anti-Patterns
Do not treat communication as a one-time announcement — people need to hear a message multiple times before they internalise it; plan for repeated touchpoints
Do not assign change management to a single owner without involving line managers — managers are the most effective cascade channel and must be briefed before their teams
Do not schedule training after go-live — people who learn a new system on the day they need to use it will revert to the old process
Do not ignore resistors in the stakeholder analysis — resistors who are not explicitly engaged will undermine adoption, especially informal leaders
Do not measure adoption only at go-live — the real test is sustained adoption at 90 days, when novelty has worn off
Example Trigger Phrases
"Write a change management plan for [initiative]"
"Help me plan the rollout of [system change] for [team/org]"
"Create a communication and training plan for [change]"