Change Management
Who is affected, what they need, and how you prove the new way of working actually held. Impact assessment by function, stakeholder engagement, communications, training design and sustainment.
01
Enabling
change through
Co-creation.
An independent consultancy. We help organizations deliver complex change, and make it hold after the project team leaves.
- Assess
- Plan
- Deliver
- Embed
The distance we work in
Few organizations fail for want of a good plan.
They fail in the distance between a decision made in a boardroom and the daily work of the people expected to change how they operate.
That distance is where we work. We are brought in when something significant is changing: a system, a process, an operating model, a way of working that has held for twenty years. Our job is to make sure the change reaches the people it lands on, survives contact with the front line, and still holds once the project team has moved on.
What we do
Four practices that carry a change from decision to daily habit.
Program & Project Management
Delivery structure for work that has outgrown a spreadsheet. Scope, schedule, risk, governance and reporting that gives leadership a truthful picture rather than a comfortable one.
02
Business Analysis & Process Design
What the work actually looks like today, where it loses time or money, and what the future state needs to be before anyone configures a system around it.
03
Adoption & Enablement
Getting real use out of platforms already paid for. Role-based training, local champions, floor-level support at cutover, and measurement against a baseline set before you started.
04
Under NDA
Selected engagement
Enterprise asset management deployment, mining sector.
Change impact assessment, training design and cutover support across maintenance, planning and supply chain. Engagements are described by sector and scope rather than by client name.
Our approach
Four steps, built backwards from the date the organization will feel.
Each step rests on the one below it. Skip the assessment and the plan is a guess. Skip the plan and delivery becomes improvisation. Skip sustainment and the whole structure comes down about six weeks after go-live.
Most consultancies are engaged for the middle two. We scope for all four, because the first and the last are where the change is actually won or lost.
01
Assess
Understand what is changing, who it reaches, and what the organization can realistically absorb. Impact assessed function by function rather than averaged across the business.
02
Plan
A delivery and change plan built backwards from the date the organization will feel. Stakeholder map, communications calendar, training build, readiness criteria and the measures we will be judged against.
03
Deliver
Support where the work happens. Issues routed by function rather than by ticket queue, with a regular read-out to leadership so problems surface in days rather than at the next steering committee.
04
Embed
Use measured against the baseline, targeted re-training where it lags, process corrections fed back, and a documented handover to named internal owners. Then we leave.
How we engage
Advisory. Delivery. Sustainment.
Three shapes of engagement. Most work starts in one and moves to another as the change gets closer.
Advisory Sprint
Short diagnostic
A focused assessment before commitment. Useful when the organization knows something needs to change but not yet what it will cost, who it reaches, or whether the timeline is real.
- Change impact assessment
- Stakeholder map
- Readiness review
- Recommendation and plan
Full Delivery
End to end
The complete arc from assessment through cutover and into sustainment. We hold the change workstream alongside your delivery team and stay past the date everyone else treats as the finish line.
- Assessment and planning
- Communications and training
- Cutover and floor support
- Measurement and handover
Sustainment
After go-live
For organizations already live and not seeing the use they expected. We measure what is actually happening, find where adoption broke, and fix it before it becomes the accepted way of working.
- Adoption measurement
- Targeted re-training
- Process correction
- Owner handover
Where we work
Large workforces. Distributed operations. Real consequences.
Environments where a poorly handled change costs considerably more than the project that caused it.
01
Oil and Gas
02
Mining and Metals
03
Rail and Transportation
04
Energy and Utilities
05
Telecommunications
06
Public Sector
07
Post-Secondary Education
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Adjacent Fits Welcome
Few organizations fail for want of a good plan.
They fail in the distance between a decision made in a boardroom and the daily work of the people expected to change how they operate.
That distance is where we work.
Start here
Tell us what is changing, and when.
That is usually enough for a first conversation. We will tell you honestly whether the timeline is realistic, what we would do either side of the date, and what it would cost.
Start a Conversation
Common questions
What clients ask first.
Do you resell software or partner with vendors?
No. We do not resell software and we do not take referral fees from platform vendors or system integrators. That independence is deliberate: it means a recommendation to keep what you have, or to delay, or to scale back, costs us nothing to make. Recommendations answer to one interest, and it is yours.
Who actually does the work?
The consultant who scopes your engagement is the consultant who does it. You are not sold a principal and handed a junior once the contract is signed. Where a program needs more capacity than one person, we bring in known associates for the specific work and release them when it is done.
What happens after go-live?
Most engagements end at the point the risk actually begins. Ours are scoped to run through stabilization and into sustainment, because the weeks after a change are when adoption is won or lost. We measure use against the baseline, retrain where it lags, and hand over to named internal owners before we leave.
How do you price engagements?
Fixed fee against defined deliverables, or a capped rate where scope genuinely cannot be pinned down at the outset. Either way you know the ceiling before work starts. We do not bill open-ended time and materials.
How do you measure success?
Against numbers agreed at the outset, reported through delivery, and reviewed at close. Typically that means use of the new process as designed, time to complete key tasks against the pre-change baseline, and whether both still hold some months after the project team has gone.
Get in touch
Let's talk about what is changing.
Tell us the shape of it and the date it lands. We will come back within one business day.
- Emailinfo@bvcorp.ca
- Telephone+1 (403) 305-2534
- LocationCalgary, Alberta
- ResponseWithin one business day