Why do it
A systematic approach to change requires awareness of what might need to change. Identifying the need to change is essential to deliver high-quality, up-to-date and relevant services.
When teams actively identify challenges and opportunities through their daily work, they build a culture where continuous improvement becomes their nature.
What is it
Identifying challenges and opportunities requires staying attuned to various sources of insight that can reveal opportunities. These indicators often emerge from:
Data and evidence: evaluation results, performance metrics and analytical findings that highlight service gaps, inefficiencies, or areas where outcomes could be enhanced.
People and perspectives: direct engagement with staff, service users, partners, and stakeholders whose lived experiences can uncover pain points and opportunities.
Operational insights: learning from frontline experiences, professional observations, and day-to-day service delivery that reveals practical challenges and innovative solutions.
External drivers: new organisational strategies, policy developments, legislative requirements or changes in funding and workforce capacity that present both challenges to address and opportunities to leverage.
Unexpected discoveries: identifying the need for change generally involves spotting unexpected opportunities or risks. They can come from new ideas shared by staff, partners, and others. Identifying the need for change involves reviewing sources of insight to find opportunities for change.
Understand more about how learning systems can help identify the need for change.
Assembling the right team
Successfully identifying a need for change requires diverse expertise and perspectives. Build your approach by considering:
What expertise do you need
Identify the specific skills, knowledge, and experience necessary to assess organisational challenges and recognise opportunities.
Who should contribute to the conversation
Determine which roles and responsibilities you need to engage in conversations to ensure comprehensive understanding and sound decision-making.
Essential contributors often include:
- health and social care clinicians and professionals
- people with lived experience
- third and independent sector staff
- support staff (like data analysts, project managers, service designers, quality improvers, engagement experts, strategic planners, and organisational development professionals)
Where do you need organisational support
Consider who you might need to support your work to get agreement, provide leadership for change initiatives and help build consensus across departments.
Practical support
Project management activities to be undertaken during this step of change. In addition, you can access further practical support below.
Taking the next step
Once you’ve identified a significant challenge or promising opportunity, you’re ready to advance to the understand step, where deeper analysis and strategic planning can begin.
In some instances, you may not always follow the steps in order, and it may be necessary to revisit a previous step as new insights or evolving circumstances emerge.