“Participating in the Change Accelerator gave us a good understanding of how many different details make up the process of going through a major change. Change Partners helped us break down the nature of the change and establish a structured process to implement it. I recommend this approach to anyone facing — or already going through major changes in their organization.”

“Amazing experience – a lot of value and practical information. Valuable frameworks that can be used as checklists to think about initiatives at hand. Really appreciated the fact that this course was not about blindly applying concepts but about how to practically use them to assess project health at different points in time. Great facilitation skills, kept us engaged for the full 3 days.”

“Change Partners and the concepts of Prosci helped us transform the mindsets of hundreds of employees in a very small time frame and keep us as a company on track and successful in reaching our goals. And most importantly – united in all levels of organization, speaking the same language of change.”

“I personally really liked the ADKAR model. With the help of the Change Accelerator and ADKAR, we were able to create a unified framework through the work processes of the 9 different sub-projects of the change. Without it, we would have managed the working levers of the project with a very different awareness and we would have had setbacks in involving people.”

“Change Partners is a reliable and high-quality partner whose help has taken the quality of our service to a new level. Change management and people involvement are key to the success of any software project. Change Partners’ support process gave Directo’s project managers, in addition to theoretical knowledge, practical skills and tools to support our clients with major changes.”

“Change Partners was able to capture our needs very precisely. As a result of the process, our change project team has a unified understanding of what they should do for the project to succeed and they are more bold and more organized to implement the solution.”​

“I consider the greatest value to be that their (the project team’s) project became our (the management’s) project and the understanding that the success or failure of the project really depends on us (the management). The role of the sponsor and the understanding that all of us in management are in that role is a critical message to convey to our employees. We were also able to articulate our specific fears regarding the ERP change and in whom and where the barrier point occurs in the phase. Obstacles can now be dealt with more specifically.”