Change Management

StepChange is a Perth based Change Management practice with a high performing team of Strategy Change Managers, Change Managers and Change Communicators who together are Lean / Agile enablers to help innovate and transform, not just “re-tool” an organisation with the same culture in place.

We have been working alongside clients since 2003 to plan, guide, lead and execute change initiatives. Our approach is to genuinely engage with our clients so that we understand your drivers for change, and the benefits that your organisation is seeking as a result of the change initiative or project.

StepChange Change Practitioners have experience in a wide range of methodologies and tools to build change management capability including the Prosci Enterprise Change Management suite. StepChange provide Change Advisory Board (CAB) preparation, presentation and representation as well as post go-live support training on programs and projects.

StepChange has a dedicated team of Change professionals which includes Change Strategy Leads, Change Managers, Change Analyst’s and Communications professionals. We work with a client to deliver the highest value impact of effective change management which is to develop our clients capacity and ability to change. 

Case Study

The customer

An Australian-based oil and gas company with a global presence, recognised for world-class capabilities – as an explorer, a developer, a producer and a supplier.

A global leader in upstream oil and gas committed producing liquefied natural gas (LNG) assets in the north-west of Australia with an exploration portfolio including emerging and frontier provinces in Australia and the Asia-Pacific region, the Atlantic margins and Latin America and Sub-Saharan Africa.

The challenge

With rapidly ageing onshore infrastructure requiring significant reinvestment and a pipeline of offshore projects under development in the coming 10 years. Senior engineering management recognised that the technical change management processes that had served well during the resources boom was ineffective for the future operating scenario.

A strategic project Management of Change (MOC) Technical was initiated to transform the engineering integrity function, build stronger management of the engineering integrity discipline and improve the speed and effectiveness rate for managing Technical Change Management (TCM). This change would require a planned rollout of a new streamlined process, and enabling technology solution for managing the new process.

The steps

To address these challenges, StepChange executed its change capability to identify & review key areas of people impact in the change from TCM process to MOC Technical. The process included a detailed review of the key TCM enablers: people, structure, information, systems, processes and policies. Unique aspects of the approach include:


A detailed review and analysis of “the current and to be” processes for managing technical change to identify gaps and areas for improvement. Validation of these findings and proposed solutions with the Engineering Integrity management team and engineering discipline leads.


A review of key recent unsuccessful engineering change initiatives to identify gaps and areas for improvement. This included utilising StepChange team members who have previously held senior change roles in the oil & gas and exploration & production sector. This enabled a “transparent and thorough” commentary on the causes and how they could be addressed going forward.


Quantitative review of existing TCM system (SAP) utilisation and data to identify key bottlenecks in the processing to TCM requests from capture through to approver decision and closeout.

StepChange resource(s) were engaged to define the following outputs to support the rollout of MOC Technical, the stakeholder impact of which included Engineering Services, Development projects, Brownfield projects (operations), Onshore operations and all Offshore facilities, they are:

Change management strategy and change management plan.

Stakeholder management model and plan.

Communications plan and pre-scripted communication message for release by sponsors in the count down to a sequenced go live across functions and facilities

A MOC Technical Training plan for delivery of self paced learning to users pre and post rollout

The customer value

The result was a thorough assessment of the TCM maturity including supporting evidence and statistics of the key areas of ineffectiveness. The Change strategy and plan validated the agreed client implementation approach. It provided the business with confidence that the change would be effectively communicated to all stakeholders.

The Communications plan provided the business with a suite of communications template messages that it could deploy as it progresses from implementing one facility or function to another.

The Training plan provided a vehicle and schedule for self paced learning aligned with the clients Learning Management framework.

This client successfully deployed the MOC Technical solution on time, successfully and on budget. A post implementation peer review conducted has confirmed that the efficiencies identified and promised in the original business case has been delivered.