In a hypothetical situation, the Organizational Change Lead would start the organizational risk and readiness assessment by gathering existing data (wherever available) and then co-ordinate/conduct the 1:1 interviews, either in person or over the phone. Survey instructions would be distributed to identified participants and the survey opened for response.

The responses from interviews have to be captured in an Organizational Change Interview Guide and the summary should be documented. In case of surveys, the Organizational Change Lead needs to track the responses, issue intermittent reminders if required and close the survey when appropriate.

Once the assessment is complete, the Organizational Change Lead should collate the assessment data for analysis in order to derive inferences. It is best to summarize the data by demographics (geography and levels) and stakeholder impact.

Based on the analytics, the Organizational Change Lead must identify key resources, anticipated resistance and people related risks. These should be documented in a Stakeholder Map. It is essential to go beyond processes to identify activities needed for the people side of change i.e. awareness sessions across teams, budgets, travel requirements, facilities , accesses, security and infrastructure requirements etc.

An analysis is done by the Organizational Change Lead on the basis of assessment responses, business context, identified resistances and change management leading practices. As a next step, Organizational Change Recommendations on change strategy and actions to mitigate risks and leverage readiness are devised and preliminary inputs for organizational change to the overall Transition Plan are prepared.