The Employee Advisory Board identified a pattern across the organization: changes weren't being adopted on time, employees weren't responding well to them, and there was no consistent process for managing change at all. The EAB brought the gap to leadership with a formal recommendation to adopt a change management methodology. Executives approved it, chose Prosci ADKAR, and formed a change management committee. The diagnosis happened before anyone was ever asked to build training.

By the time a Jira ticket landed on Kennady's desk requesting leader training, months of groundwork had already been done upstream. She met with the newly Prosci-certified change management lead to fully understand the methodology, the new Jira-based submission process, and what leaders actually needed to walk away knowing how to do. With only two weeks to build the entire session, she used that meeting to ruthlessly prioritize: what is essential for November's budget and business planning cycle, and what can come later.

A two-hour instructor-led training for all leaders introducing Prosci ADKAR and operationalizing the new change request process through Jira. Built in two weeks. The session included a custom ADKAR infographic mapping each letter to the organization's existing project management language so the model felt familiar rather than foreign. Pre-work included a three-minute executive voiceover video and a pulse survey asking leaders where their teams most get stuck during change. The in-session activities included a Change Stories exercise where leaders shared the best and worst changes they had lived through, a Cost of Poor Adoption game where tables calculated the business and member impact of 50% adoption failure, a video-based ADKAR diagnosis activity, a seven change types matching exercise using real organizational scenarios, and a full Jira workflow walkthrough so leaders left knowing exactly how to submit a change proposal.

Two weeks to build a two-hour session introducing a methodology the organization had never used before, tied to a hard deadline with budget planning. The change management lead was still finishing her Prosci certification when the project started and went on vacation mid-build. The training also had to bridge two audiences at once: leaders who needed to understand why ADKAR matters and leaders who needed to know how to use the Jira tool starting November 1.

Since launch in November the change management process has generated 10 requests currently in review, 7 in progress, and 3 deferred. 3 changes have been completed and all launched on time. The fact that changes are being submitted through the proper process with minimal hand-holding from the change management committee is the exact success metric the initiative was designed to hit.