Not the technical one. Not the process one. The human one. When people do not understand what is changing, do not trust that it is real, or do not feel equipped to move, the best-designed change programme in the world does not land.
"Ricky works with leadership to understand what people actually need in order to move, and builds the conditions that make change real rather than announced."
They are designed from the top down, built around communication plans and training events, and measured by rollout completion rates. But the people living through the change were never asked what they actually need. That is where most programmes break.
Communication from leadership. Training events. A survey three months later. The assumption that if people were told about the change and given a workshop, they are now on board. They are rarely on board. They are performing compliance while waiting for it to pass.
What are people afraid of? What do they need to trust? What will make the change feel real to them, not just to the people who designed it? The answers to those questions determine everything that follows. The communication. The training. The pace. The leadership behaviour.
Every engagement is different because every organisation is different. But the starting point is always the same: understanding what is actually true, rather than what the plan assumes is true.
Helping organisations move people through major technology rollouts, including AI tools, ERP systems, and digital transformation programmes. The technology is rarely the problem. The people are. Ricky addresses the people.
Supporting organisations and their people through restructuring, role changes, and workforce transitions. Helping people understand what is happening, what it means for them, and what comes next.
Working with leadership to shift the culture from what it is to what it needs to be. Not a values exercise. A sustained process of aligning leadership behaviour with the culture the organisation says it wants.
Helping leaders develop the skills to lead change effectively: communicating with honesty, creating psychological safety, managing resistance, and building the conditions where people can actually move.
Understanding where the organisation actually is before the change begins. What people know, what they fear, what they need. The assessment that ensures the change programme addresses reality rather than assumption.
The work that happens after the announcement. Building the habits, the feedback loops, and the leadership behaviours that make change stick long after the programme has officially ended.
The question is whether it lands or not. Tell Ricky what is changing and what is making it hard. The conversation starts there.