Technique 1.219 CHAMPS2 Transformation Readiness Assessment
Introduction
This technique evaluates readiness across the 7 principles and key organisational capabilities.
The 7 CHAMPS2 Principles
1. Benefits-Driven
Focus on the why, ensuring all activity links to measurable benefits.
2. Stakeholder-Focused
Engage the right people early and continuously.
3. Blueprint-Led
Create a clear future-state design (the target operating model).
4. Whole-System Thinking
Understand impacts across people, process, policy, technology, etc.
5. Design for Sustainable Change
Ensure changes endure beyond implementation.
6. Learning from Experience
Iterate, capture lessons, and reuse them.
7. Integrated Delivery
Break silos; integrate governance, people, technology, and process.
Rank statements using a 5-point scale:
1 = Not in place
2 = Partially in place
3 = Adequate
4 = Strong
5 = Fully embedded
NB Tick the appropriate box
A. CHAMPS2 Principle-Based Readiness
1. Benefits-Driven
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
1.1 |
We have a clear, documented strategic mandate for this change |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.2 |
The expected benefits are clearly defined and measurable |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.3 |
Baseline performance data exists for all major benefits |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.4 |
Benefit owners are formally assigned and accountable |
☐ |
☐ |
☐ |
☐ |
☐ |
|
1.5 |
Benefits tracking and reporting are built into governance |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
2. Stakeholder-Focused
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
2.1 |
All key stakeholders have been identified and analysed |
☐ |
☐ |
☐ |
☐ |
☐ |
|
2.2 |
Executive sponsors are active, visible, and aligned |
☐ |
☐ |
☐ |
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|
2.3 |
Stakeholder concerns and resistance have been assessed |
☐ |
☐ |
☐ |
☐ |
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|
2.4 |
Two-way engagement mechanisms are in place |
☐ |
☐ |
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☐ |
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|
2.5 |
Change impacts are addressed through tailored actions |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
3. Blueprint-Led (Future State Design)
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
3.1 |
A clear future-state blueprint has been defined and approved |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.2 |
The blueprint addresses people, process, technology, and policy |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.3 |
Capability gaps between current and future state are understood |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.4 |
Dependencies and integration points are clearly mapped |
☐ |
☐ |
☐ |
☐ |
☐ |
|
3.5 |
The blueprint actively guides decision-making |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
4. Whole-System Thinking
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
4.1 |
Cross-functional impacts are understood |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4.2 |
Risks and interdependencies are actively managed |
☐ |
☐ |
☐ |
☐ |
☐ |
|
4.3 |
External impacts are considered |
☐ |
☐ |
☐ |
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|
4.4 |
End-to-end processes have been analysed |
☐ |
☐ |
☐ |
☐ |
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|
4.5 |
Decisions reflect system-wide consequences |
☐ |
☐ |
☐ |
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Average score (1–5): ______
5. Design for Sustainable Change
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
5.1 |
Desired behaviours are clearly defined and reinforced |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.2 |
Training and capability-building plans are in place |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.3 |
Change champions or local influencers are active |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.4 |
Performance measures support new ways of working |
☐ |
☐ |
☐ |
☐ |
☐ |
|
5.5 |
Post-implementation support is planned and resourced |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
6. Learning from Experience
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
6.1 |
Lessons from previous changes have been captured |
☐ |
☐ |
☐ |
☐ |
☐ |
|
6.2 |
Feedback loops exist to adjust the approach |
☐ |
☐ |
☐ |
☐ |
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|
6.3 |
Pilots or phased delivery are used |
☐ |
☐ |
☐ |
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|
6.4 |
Learning is shared across teams |
☐ |
☐ |
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|
6.5 |
Governance allows adaptation based on evidence |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
7. Integrated Delivery
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
7.1 |
Governance structures are clear and functioning |
☐ |
☐ |
☐ |
☐ |
☐ |
|
7.2 |
Change, project, and operational plans are aligned |
☐ |
☐ |
☐ |
☐ |
☐ |
|
7.3 |
Resources are coordinated across initiatives |
☐ |
☐ |
☐ |
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☐ |
|
7.4 |
Decision rights and escalation paths are clear |
☐ |
☐ |
☐ |
☐ |
☐ |
|
7.5 |
Delivery methods are fit-for-purpose and integrated |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
B. Organisational Capability Readiness
(Same scoring scale applies)
8. Leadership & Sponsorship
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
8.1 |
Sponsors have authority to make decisions |
☐ |
☐ |
☐ |
☐ |
☐ |
|
8.2 |
Leaders are aligned on priorities and outcomes |
☐ |
☐ |
☐ |
☐ |
☐ |
|
8.3 |
Leader’s role-model the change |
☐ |
☐ |
☐ |
☐ |
☐ |
|
8.4 |
Sponsors are visible and accessible |
☐ |
☐ |
☐ |
☐ |
☐ |
|
8.5 |
Leadership commitment is sustained |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
9. Culture & Mindset
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
9.1 |
Culture supports collaboration and trust |
☐ |
☐ |
☐ |
☐ |
☐ |
|
9.2 |
People feel safe to raise concerns |
☐ |
☐ |
☐ |
☐ |
☐ |
|
9.3 |
Openness to learning and change exists |
☐ |
☐ |
☐ |
☐ |
☐ |
|
9.4 |
Change fatigue is acknowledged and managed |
☐ |
☐ |
☐ |
☐ |
☐ |
|
9.5 |
The organisation adapts well to uncertainty |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
10. Resources & Capacity
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
10.1 |
Time is allocated for change activities |
☐ |
☐ |
☐ |
☐ |
☐ |
|
10.2 |
Required skills and capabilities are available |
☐ |
☐ |
☐ |
☐ |
☐ |
|
10.3 |
Competing priorities are actively managed |
☐ |
☐ |
☐ |
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☐ |
|
10.4 |
Funding is secure and sufficient |
☐ |
☐ |
☐ |
☐ |
☐ |
|
10.5 |
Workforce capacity matches the scale of change |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
11. Data & Evidence
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
11.1 |
Reliable baseline data is available |
☐ |
☐ |
☐ |
☐ |
☐ |
|
11.2 |
Measures align with intended benefits |
☐ |
☐ |
☐ |
☐ |
☐ |
|
11.3 |
Data informs decision-making |
☐ |
☐ |
☐ |
☐ |
☐ |
|
11.4 |
Progress is reported regularly |
☐ |
☐ |
☐ |
☐ |
☐ |
|
11.5 |
Evidence is trusted by stakeholders |
☐ |
☐ |
☐ |
☐ |
☐ |
Average score (1–5): ______
12. Change Management Capability
|
No. |
Statement |
1 |
2 |
3 |
4 |
5 |
|
12.1 |
Change roles and responsibilities are clear |
☐ |
☐ |
☐ |
☐ |
☐ |
|
12.2 |
A consistent change approach is used |
☐ |
☐ |
☐ |
☐ |
☐ |
|
12.3 |
Tools and templates support delivery |
☐ |
☐ |
☐ |
☐ |
☐ |
|
12.4 |
Internal change capability exists |
☐ |
☐ |
☐ |
☐ |
☐ |
|
12.5 |
Change practices are embedded in BAU&*i |
☐ |
☐ |
☐ |
☐ |
☐ |
Notes
i) Business As Usual (BAU)
Average score (1–5): ______
Comments
Scoring Guide (using averages)
- 0–20 = High Risk / Not Ready
Major gaps; change likely to stall or fail. - 21–30 = Emerging Readiness
Adequate foundations but vulnerabilities in sponsorship, resources, or engagement. - 51–45 = Good Readiness
Solid foundation; needs targeted strengthening before launch. - 46–60 = Strong Readiness
Organisation is well-positioned for successful transformation.
(main source: Birmingham City Council, 2010)