Plan for change
How plan for change are reshaped as AGI capability advances.
The bottom line
Roughly 85% of the work in Plan for change is information-shaped — already within reach of AI delivery. The question here is not whether it shifts, but which tasks go first and who staffs the residual.
Why: With no child occupations seeded, the scalar is derived from the 'Manage change' lens and the process description. Activities like 'evaluating impact' and 'planning change activities' across people, processes, and technology represent strategic knowledge work. Because this relies entirely on information processing, documentation, and analytical planning, it sits firmly in the digital band.
grounded in the economy graph · digital scalar 0.85 · digital
Browse within Plan for change
- Assess cultural context
- Assess readiness for change
- Conduct organizational risk analysis
- Define future state
- Define scope
- Determine change enablers
- Determine degree/extent of impact
- Determine stakeholders
- Establish accountability for change management
- Form design team
- Identify barriers to change
- Identify change champion(s)
- Identify impacted groups
- Identify resources and develop measures
- Select process improvement methodology
- Understand current state
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How the work flows
Trigger: An organizational transformation, new technology deployment, or strategic initiative is approved and requires a structured transition.
- Identify change scope and future state objectives
- Assess impacts on stakeholders, processes, and technology
- Develop stakeholder engagement and communication strategies
- Design training and enablement programs
- Define schedule, resources, and budget for change activities
- Establish metrics to monitor adoption and sustainment
- Finalize and secure approval for the change management plan
Outcome: A comprehensive change management plan addressing people, processes, technology, and knowledge is approved and ready for execution.