Manage organisational change for achieving excellence in food operations — FDQ Limited End-Point Assessment Manufacturing & Engineering Revision

    This subtopic focuses on the systematic management of organisational change within food manufacturing environments to drive operational excellence. It cove

    Topic Synopsis

    This subtopic focuses on the systematic management of organisational change within food manufacturing environments to drive operational excellence. It covers the preparation, execution, communication, and monitoring of change plans, ensuring that improvements align with safety, quality, efficiency, and regulatory standards. Effective change management is critical for adapting to market demands, technological advancements, and continuous improvement initiatives in the food industry.

    Key Concepts & Core Principles

    Exam Tips & Revision Strategies

    Common Misconceptions & Mistakes to Avoid

    Examiner Marking Points

    Manage organisational change for achieving excellence in food operations

    FDQ LIMITED
    vocational

    This subtopic develops the ability to lead organisational change in fresh produce operations, from initial preparation through to monitoring outcomes. Learners apply change management models to plan and implement process improvements, ensuring effective communication with teams and stakeholders to achieve excellence in food safety, quality, and efficiency.

    19
    Learning Outcomes
    39
    Assessment Guidance
    41
    Key Skills
    20
    Key Terms
    43
    Assessment Criteria

    Assessment criteria

    FDQ Level 3 Diploma For Proficiency in Fresh Produce Industry Skills
    FDQ Level 3 Certificate For Proficiency in Fresh Produce Industry Skills
    FDQ Level 3 Certificate for Proficiency in Meat and Poultry Industry Skills
    FDQ Level 3 Diploma for Proficiency in Meat and Poultry Industry Skills
    FDQ Level 3 Certificate for Proficiency in Baking Industry Skills
    FDQ Level 3 Certificate For Proficiency in Fish and Shellfish Industry Skills
    FDQ Level 3 Diploma For Proficiency in Fish and Shellfish Industry Skills
    FDQ Level 3 Certificate for Proficiency in Food Industry Skills
    FDQ Level 3 Diploma for Proficiency in Food Industry Skills
    FDQ Level 3 Certificate for Proficiency in Food Manufacturing Excellence
    FDQ Level 3 Diploma for Proficiency in Food Manufacturing Excellence

    Topic Overview

    The FDQ Level 3 Certificate for Proficiency in Food Manufacturing Excellence is a vocational qualification designed for individuals working in or aspiring to supervisory or management roles within the food and drink manufacturing industry. It covers essential areas such as food safety, quality management, production efficiency, and team leadership, ensuring learners can apply best practices in real-world manufacturing environments. This qualification is recognised by employers and aligns with industry standards, making it a valuable asset for career progression in a sector that prioritises safety, quality, and continuous improvement.

    The certificate focuses on developing practical skills and knowledge to manage food manufacturing processes effectively. Key topics include implementing Hazard Analysis and Critical Control Points (HACCP) systems, maintaining hygiene standards, optimising production lines, and leading teams to meet targets. By mastering these areas, learners contribute to reducing waste, improving product consistency, and ensuring compliance with legal and regulatory requirements. This qualification is particularly relevant as the food industry faces increasing demands for transparency, sustainability, and innovation.

    Within the wider subject of Manufacturing & Engineering, this certificate bridges the gap between technical production skills and managerial competence. It prepares learners to take on responsibilities such as supervising shifts, conducting audits, and driving efficiency improvements. The qualification also supports the UK government's industrial strategy by upskilling the workforce to meet the challenges of modern food manufacturing, including automation, data-driven decision-making, and global supply chain management.

    Key Concepts

    Core ideas you must understand for this topic

    • →HACCP Principles: Understanding the seven principles of HACCP, from hazard analysis to verification procedures, is critical for ensuring food safety and compliance with legal standards.
    • →Quality Management Systems (QMS): Familiarity with systems like ISO 22000 or BRC Global Standards helps maintain consistent product quality and traceability throughout the manufacturing process.
    • →Lean Manufacturing: Applying lean tools such as 5S, Kaizen, and value stream mapping to reduce waste, improve efficiency, and optimise production flow.
    • →Team Leadership: Skills in motivating teams, delegating tasks, and resolving conflicts are essential for maintaining productivity and morale in a fast-paced manufacturing environment.
    • →Regulatory Compliance: Knowledge of UK food safety laws, including the Food Safety Act 1990 and EU-derived regulations post-Brexit, ensures legal operation and avoids costly penalties.

    Learning Objectives

    What you need to know and understand

    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Evaluate the need for change within fish and shellfish processing operations using data-driven analysis
    • Develop a change management plan incorporating timelines, resources, and risk mitigation strategies
    • Apply effective communication techniques to engage team members and stakeholders throughout the change process
    • Monitor change implementation using key performance indicators and adjust plans to ensure operational excellence
    • Assess the impact of organisational change on food safety and quality management systems
    • Conduct a change impact assessment for a proposed operational change in a seafood processing facility.
    • Develop a change management plan that incorporates food safety risk analysis and stakeholder communication.
    • Lead a team through a period of operational change, addressing resistance and maintaining productivity.
    • Monitor key performance indicators to evaluate the effectiveness of a change initiative against excellence benchmarks.
    • Critically evaluate the sustainability and regulatory implications of process changes in fish and shellfish operations.
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change

    Assessment Criteria

    Key criteria assessors look for in your portfolio

    • Award credit for demonstrating a systematic approach to preparing for change, including stakeholder analysis, impact assessment, and alignment with operational objectives in fresh produce processing.
    • Award credit for producing a detailed change management plan that integrates food safety, quality standards, and resource allocation, with clear success criteria.
    • Award credit for implementing and monitoring change using key performance indicators (KPIs) specific to food operations, such as waste reduction, throughput, and audit compliance, with evidence of corrective actions taken.
    • Award credit for demonstrating a comprehensive analysis of drivers for change (e.g., technological advancements, regulatory updates, customer demands) using tools like SWOT or PESTLE.
    • Award credit for producing a detailed change management plan that includes specific, measurable objectives, timelines, resource allocation, and risk mitigation strategies tailored to fresh produce operations.
    • Award credit for evidence of effective stakeholder mapping and engagement strategies, showing involvement of all relevant parties (e.g., production staff, quality teams, logistics, management) from the outset.
    • Award credit for clear communication artifacts (e.g., presentations, briefings, visual aids) that articulate the vision, benefits, and impacts of change, adapted for diverse audiences within the organisation.
    • Award credit for implementing a monitoring system with relevant KPIs (e.g., yield improvement, waste reduction, compliance rates) and regular review cycles, demonstrating adaptive management in response to feedback.
    • Award credit for demonstrating a clear analysis of the drivers for change (e.g., regulatory updates, efficiency improvements, technological advancements) and their impact on meat processing operations.
    • Award credit for producing a detailed change management plan that includes risk assessment, resource allocation, and stakeholder mapping specific to a poultry processing environment.
    • Award credit for evidence of effective communication strategies tailored to different teams (e.g., slaughterhouse operatives, quality assurance, management) to ensure understanding and buy-in for the change.
    • Award credit for implementing monitoring mechanisms (e.g., KPIs, audits, feedback loops) to track progress and make adjustments, with specific examples from a food manufacturing setting.
    • Award credit for demonstrating a systematic change management process that includes a detailed impact assessment on food safety, animal welfare, and product quality, referencing industry standards like HACCP and GMP.
    • Credit evidence that shows active stakeholder engagement, such as records of team briefings, feedback integration, and clearly assigned responsibilities aligned with operational roles in a slaughterhouse or cutting plant.
    • Mark positively for a robust monitoring plan incorporating measurable KPIs (e.g., reduction in downtime, improvement in yield) and clear corrective action triggers, with a review cycle that reflects regulatory compliance audit schedules.
    • Require documentation of change communication that is tailored to diverse audiences (e.g., production staff, QA, senior management) and ensures understanding of new procedures, with verification of competence where necessary.
    • Award credit for demonstrating a thorough needs analysis and stakeholder impact assessment prior to the change, with specific reference to food safety and quality standards such as BRC or SALSA.
    • Expect evidence of a structured change plan that includes clear objectives, resource allocation, risk mitigation, and alignment with business goals in a baking operation context.
    • Look for effective communication strategies that engage all levels of the organisation, address resistance, and ensure comprehension of new processes or standards.
    • Assessor should check for robust monitoring mechanisms with defined KPIs (e.g., waste reduction, yield improvement, audit scores) and documented corrective actions to sustain change.
    • Award credit for demonstrating a structured approach to planning change, including stakeholder analysis and risk assessment (e.g., using force field analysis).
    • Credit evidence of two-way communication methods, such as team briefings or feedback sessions, to ensure understanding and buy-in.
    • Look for use of measurable targets and review mechanisms in the monitoring plan (e.g., SMART objectives, regular progress reviews).
    • Accept evidence of adapting plans based on feedback and performance data to overcome obstacles and maintain momentum.
    • Award credit for evidence of a detailed change readiness assessment including SWOT or PESTLE analysis.
    • Credit for demonstrating how food safety critical control points (CCPs) were preserved during the change.
    • Look for records of team briefings, feedback collection, and action taken in response to concerns.
    • Evidence of measurable improvements in yield, waste reduction, or compliance rates post-change.
    • Documentation of review meetings and adjustments made to the change plan.
    • Award credit for demonstrating a thorough analysis of drivers for change, such as regulatory updates, efficiency gaps, or technological advancements, linked to specific food operation KPIs.
    • Award credit for presenting a structured change management plan that includes stakeholder mapping, resource allocation, risk assessment, and a communication strategy tailored to diverse teams in the food industry.
    • Award credit for evidencing the implementation of monitoring mechanisms like performance dashboards, feedback loops, and audit schedules to track the progress and impact of change against defined milestones.
    • Award credit for demonstrating a structured change management approach, including clear objectives, resource allocation, and risk assessment specific to food operations.
    • Award credit for evidence of engaging stakeholders at all levels, with documented communication strategies tailored to diverse audiences (e.g., production staff, management, external auditors).
    • Award credit for establishing measurable KPIs and monitoring mechanisms to track change progress, and for proposing corrective actions when deviations occur.
    • Award credit for demonstrating a thorough preparation phase, including stakeholder analysis, current vs. desired state gap analysis, and a change strategy that explicitly considers food safety, hygiene, and operational continuity.
    • Evidence of effective change implementation, such as applying a recognised model (e.g., Kotter’s 8-Step, Lewin’s Unfreeze-Change-Refreeze) and managing resistance with practical examples from a food production setting.
    • Clear, audience-tailored communication plans that address the needs of different groups (e.g., production operatives, quality assurance, senior management) using appropriate channels like shift briefings, visual management boards, and digital platforms.
    • Robust monitoring mechanisms, including predefined KPIs (e.g., yield, downtime, waste, audit scores) and scheduled review meetings to track progress against milestones and enable timely corrective actions.
    • Award credit for demonstrating a thorough preparation phase, including stakeholder analysis, risk assessment, and resource identification specific to food operations (e.g., HACCP, BRC requirements).
    • Award credit for applying recognised change management models (e.g., ADKAR, Kotter's 8-step) tailored to a food manufacturing context, with clear evidence of managing resistance.
    • Award credit for developing a comprehensive communication plan that addresses different audiences (shop floor, management, suppliers) and ensures consistent messaging about food safety and quality implications.
    • Award credit for implementing monitoring mechanisms, such as KPIs, audits, and feedback loops, and demonstrating the use of data to refine the change process and maintain operational excellence.

    Assessment Guidance

    Guidance for achieving higher grades

    • 💡Link your change management strategies to recognised models (e.g., Kotter's 8 steps) and provide specific examples from fresh produce contexts, such as introducing new grading technology or altering pack formats.
    • 💡When presenting evidence for communication plans, include samples of tailored briefings, visual aids for shop-floor staff, and feedback mechanisms to demonstrate two-way engagement.
    • 💡For monitoring, ensure you reference actual operational metrics used in the industry, like customer complaints, product shelf-life extension, or labour efficiency, to show the tangible impact of change.
    • 💡Anchor your change management approach in real fresh produce scenarios, such as implementing a new cold chain monitoring system or adopting automated sorting technology, to demonstrate contextual understanding.
    • 💡Explicitly address both proactive and reactive change triggers, showing how continuous improvement (e.g., lean principles) and problem-solving (e.g., addressing a non-conformance) require distinct strategies.
    • 💡Emphasise the integration of food safety and quality management (e.g., referencing ISO 22000 or BRC clauses) throughout the change cycle, as this is a critical examiner focus.
    • 💡Use a structured model like Kotter’s 8-Step or ADKAR to frame your answers, and illustrate each step with practical actions from the fresh produce context.
    • 💡Show reflection on leadership and cultural aspects—explain how you would manage resistance and promote a positive change culture aligned to organisational excellence.
    • 💡When preparing a change management plan, explicitly reference industry standards and regulations (e.g., EU and UK food hygiene legislation) to demonstrate contextual awareness.
    • 💡Use real-world examples from the meat and poultry sector, such as implementing new traceability systems or automation in cutting lines, to illustrate your points and show practical understanding.
    • 💡In oral assessments, be prepared to discuss how you would handle resistance from staff, linking to change management models like Kotter's 8 Steps but applied to a factory floor scenario.
    • 💡In written assignments or professional discussions, explicitly map each change management step to the plan-do-check-act cycle, using terminology from the industry's own continuous improvement frameworks like Lean or TPM.
    • 💡Use case studies from meat/poultry operations—such as introducing automated portioning or upgrading chilling systems—and discuss how you would address resistance by linking the change to clear benefits like reduced waste or improved shelf life.
    • 💡For the monitoring phase, mention specific data collection methods (e.g., digital CCMS logs, yield reports) and how you would present trends to justify further improvements, aligning with typical assessor verification visits.
    • 💡In assessment evidence, explicitly connect change management models (e.g., Kotter, ADKAR) to real-world baking scenarios, such as a shift to clean-label production or new allergen control procedures.
    • 💡Provide concrete examples of key performance indicators relevant to food manufacturing, like Overall Equipment Effectiveness (OEE) or customer complaint rates, to demonstrate measurable outcomes.
    • 💡When describing monitoring, emphasize the use of audit trails, performance reviews, and continuous improvement cycles to show how change is embedded and refined over time.
    • 💡Use real workplace examples to demonstrate practical application of change management models (e.g., Kotter’s 8-step model).
    • 💡Ensure your evidence shows a clear link between the change initiative and improvements in food safety, quality, or efficiency.
    • 💡Provide reflective accounts to demonstrate how you adapted your approach based on feedback and monitoring data.
    • 💡Include documentation such as meeting minutes, training records, and updated procedures to support your portfolio.
    • 💡In your portfolio, include a reflective log that captures challenges faced and how you overcame them, linking to leadership theories.
    • 💡Use real workplace examples of change, such as introducing new filleting machinery or traceability systems, to demonstrate application.
    • 💡Align your monitoring plan with recognised excellence models like lean manufacturing or total quality management.
    • 💡Ensure your communication plan shows both formal and informal channels, and how you tailored messages for different audiences.
    • 💡Use real-life food industry scenarios, like implementing new HACCP protocols or automation lines, to ground your change management arguments in operational reality.
    • 💡Structure your evidence around a recognised change model (e.g., Kotter, ADKAR) to show systematic thinking, but ensure it is adapted to the specific food operation context.
    • 💡For distinction-level work, include a reflective log that critically evaluates your own leadership during the change process, highlighting lessons learned and adaptations made.
    • 💡Always reference recognised food industry standards (e.g., BRC, ISO 22000) when explaining how change is managed without compromising compliance.
    • 💡In case studies or practical assessments, clearly illustrate the PDCA (Plan-Do-Check-Act) cycle to demonstrate a systematic monitoring process.
    • 💡Use specific examples from food manufacturing contexts, such as introducing new packaging lines or updating cleaning procedures, to validate your change management arguments.
    • 💡Relate all change management activities directly to food industry standards and regulations (e.g., SALSA, BRCGS, HACCP) to demonstrate contextual understanding and enhance authenticity of evidence.
    • 💡Select and justify a structured change framework, explaining why its stages are suited to the pace, culture, and compliance demands of food manufacturing.
    • 💡Provide concrete examples of communication methods used in shift-based environments, such as daily huddle notes, laminated quick-reference guides, or dedicated WhatsApp groups for real-time updates.
    • 💡Include authentic monitoring data in your portfolio, like before-and-after performance dashboards or trend charts for waste and downtime, to substantiate the effectiveness of your change management.
    • 💡Always explicitly connect change initiatives to recognised industry frameworks such as Lean, Six Sigma, or GFSI standards to demonstrate applied knowledge.
    • 💡Provide concrete examples from food manufacturing, like introducing new allergens control procedures or transitioning to automated traceability systems.
    • 💡In your evidence, clearly separate the 'prepare', 'manage', 'communicate', and 'monitor' phases, even if they overlap in practice.
    • 💡Highlight how monitoring results feed back into the change process, showing a cycle of continuous improvement rather than a static plan.
    • 💡Use real-world examples from your own workplace or case studies to illustrate how you apply HACCP or lean principles. Examiners look for evidence of practical application, not just theoretical knowledge.
    • 💡When answering questions about team leadership, emphasise communication, motivation, and conflict resolution. Show that you understand how to adapt your style to different situations and team members.
    • 💡Always link your answers to regulatory requirements or industry standards (e.g., BRC, SALSA). This demonstrates that you understand the legal and commercial context of food manufacturing.

    Common Mistakes

    Common errors to avoid in your coursework

    • Overlooking the need to involve operational staff early in the change process, leading to practical obstacles and resistance during implementation in food production lines.
    • Failing to set measurable targets linked to food industry standards (e.g., BRC, HACCP) when monitoring change, making it difficult to prove the effectiveness of initiatives.
    • Communicating plans without tailoring messages to different audiences (e.g., packhouse workers, logistics teams, senior management), causing confusion and misalignment.
    • Failing to secure early buy-in from frontline operatives, leading to resistance and inconsistent adoption of new processes.
    • Underestimating the training needs associated with change, resulting in poor execution and potential food safety risks.
    • Neglecting to set clear, quantifiable success criteria, making it difficult to evaluate the change's effectiveness or justify further investment.
    • Communicating change in a top-down manner without opportunities for feedback, which can cause misunderstandings and disengagement.
    • Overlooking the impact of change on interconnected food safety systems, such as HACCP plans, causing non-compliance breaches.
    • Confusing organisational change with routine operational adjustments, such as minor recipe modifications, rather than strategic, planned transformations affecting multiple levels of the business.
    • Failing to consider the cultural and human factors, assuming that change can be implemented solely through top-down directives without addressing workforce concerns or training needs in a factory setting.
    • Neglecting to align change initiatives with food safety and quality assurance requirements, leading to non-compliance risks during the transition period.
    • Overlooking the necessity to revalidate HACCP plans when process changes occur, potentially leading to non-compliance with food safety legislation and critical control point failures.
    • Assuming all staff will adapt uniformly without considering the need for hands-on retraining, especially for operative-level roles on new slaughterline or deboning equipment, resulting in persistent errors and reduced productivity.
    • Failing to link change objectives to measurable excellence outcomes, such as specific targets for microbial reduction or processing speed, making it impossible to prove the change's effectiveness to auditors or senior management.
    • Treating minor procedural adjustments as organisational change without linking to strategic improvements in baking operations.
    • Neglecting the importance of food safety culture and failing to secure buy-in from production staff, leading to non-compliance or reversion to old methods.
    • Not establishing baseline performance data before implementing change, making it impossible to evidence improvement or return on investment.
    • Assuming that communicating plans once is sufficient, rather than maintaining ongoing dialogue and feedback loops throughout the change process.
    • Focusing only on the technical aspects of change without addressing the human and cultural factors.
    • Failing to involve frontline staff early, leading to resistance and poor implementation.
    • Setting vague objectives without measurable outcomes, making it difficult to monitor success.
    • Neglecting to communicate the benefits of change clearly, causing confusion and low morale.
    • Failing to consider the impact of change on food safety and hygiene practices.
    • Underestimating the need for staff training and retraining during transitions.
    • Neglecting to link change objectives to key performance indicators (KPIs) for excellence.
    • Overlooking the importance of getting buy-in from shop-floor workers and ignoring cultural aspects.
    • Treating change as a one-off project rather than embedding continuous improvement.
    • Failing to link change initiatives directly to measurable improvements in food safety, quality, or productivity, resulting in vague justifications.
    • Overlooking the cultural and emotive aspects of change, such as resistance from production staff, leading to inadequate engagement strategies.
    • Neglecting to establish clear, quantifiable criteria for monitoring success, relying instead on subjective assessments that do not satisfy audit requirements.
    • Failing to assess the full impact of change on food safety systems, such as HACCP plans or allergen controls.
    • Overlooking the need for comprehensive training and support for operational staff before implementing changes.
    • Neglecting to document and share lessons learned after change implementation, missing opportunities for continuous improvement.
    • Overlooking the food safety and legislative implications of changes, leading to potential non-compliance with standards like BRC or HACCP.
    • Assuming all staff will automatically embrace change without targeted engagement, resulting in resistance particularly among long-tenured operatives in traditional food environments.
    • Focusing narrowly on the change initiative itself without assessing wider impacts on areas such as supply chain, cleaning schedules, maintenance, or allergen management.
    • Neglecting to establish measurable baselines and success criteria from the outset, making it impossible to objectively evaluate if the change delivered the intended excellence improvements.
    • Treating change management as a one-off project rather than an ongoing process integrated into continuous improvement culture.
    • Underestimating the impact of change on food safety and compliance, leading to gaps in hazard analysis or documentation.
    • Failing to engage production staff early, resulting in resistance and reduced effectiveness of new procedures or equipment.
    • Neglecting to set measurable success criteria linked to both business goals and food manufacturing standards (e.g., waste reduction, OEE improvement, audit scores).
    • Misconception: HACCP is only about paperwork and documentation. Correction: While documentation is important, HACCP is a proactive system that requires continuous monitoring, corrective actions, and verification to prevent hazards effectively.
    • Misconception: Quality control is solely the responsibility of the quality assurance team. Correction: Quality is everyone's responsibility; operators, supervisors, and managers must all be engaged in maintaining standards through proper training and adherence to procedures.
    • Misconception: Lean manufacturing is just about cutting costs. Correction: Lean focuses on eliminating waste to add value for the customer, which can improve quality, safety, and employee satisfaction, not just reduce expenses.

    Frequently Asked Questions

    Common questions students ask about this topic

    Before You Start

    Prior knowledge that will help with this topic

    • •Level 2 Food Safety in Manufacturing: A foundational understanding of food hygiene and safety principles is essential before tackling advanced HACCP and quality management.
    • •Basic Understanding of Production Processes: Familiarity with common food manufacturing operations (e.g., mixing, cooking, packaging) helps contextualise efficiency and quality improvements.
    • •Numeracy and Literacy Skills: The ability to interpret data, write reports, and communicate clearly is necessary for managing records and leading teams.

    Key Terminology

    Essential terms to know

    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Change readiness assessment
    • Stakeholder communication strategies
    • Resistance management
    • Monitoring and evaluation techniques
    • Continuous improvement culture
    • Change readiness and planning
    • Stakeholder engagement and communication
    • Food safety and quality assurance during change
    • Performance monitoring and continuous improvement
    • Leadership and team management in transition
    • Regulatory and sustainability compliance
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change
    • Prepare for managing organisational change, Manage organisational change, Communicate plans for organisational change, Monitor plans for organisational change

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