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01. Introduction

About the X4mis change management Methodology 

The X4MIS Change Management Methodology is a framework for planning, delivering and troubleshooting change programmes.  The articles within each function represents principles that can be applied to any change situation. 

Articles do not represent a specific law nor sequencing specific to a timeline. 

About the Compose function

The Compose function provides the tools and processes to to analyse and define all points of contact which impact a successful change initiative.  The following are an introduction to principle Compose function activities.  

We chose Compose because of the similarities to creating a symphony, create the outline, then the movements and within each movement the sonata, munuet, scherzo and variations.  Then you're ready to deliver the concert.

Define the SCOPE AND IMPACT of the change

  • The true level of change required is nearly always underestimated.
  • The first step is to acknowledge the nature and scope of change required to optimise the business opportunity or strategy – and be honest about the gap in all areas.

The level of change required is driven by the impact on the organisation, customers and people.  The diagram below suggest the impact and engagement of typical organisational drivers.

The full impact of any change will be confirmed during the Compose function.

X4MIS Change Management Methodology - change drivers

The effort required will vary dependent on the level of change and the transition from the current situation to the new business vision which requires a clear change strategy

The following diagram is an example assessment of change for technology based projects.


Define the BENEFITS

The benefits of a change programme may not be measured in ROI (Return on Investment) dollars.  The benefits may be measured as employee engagement, customer service or retention, organisational image or reputation, etc.

However, the change management team must be able to identify, measure, track and report on the establish benefits to determine the success of the programme and take action when benefits are at risk or are not being realised.

Continuous benefit analysis allows the change team to identify early warning signs and adjust the programme to deliver as expected.


  • Change happens, most easily, from the top down.
  • Commitment to change and new ways of working must be demonstrated from the top, through the embodiment of appropriate values, behaviour and ways of relating and communicating with others
  • Change leaders must demonstrate the ‘We are already there’ values and behaviours that are aligned to and supportive of the future vision.
  • Creating an open and responsive environment for feedback is important, without feedback from peers and subordinates the leader and change team are isolated from what’s really happening
Next 02. Confirm the Business Change Sponsor