A Change Management Service for Frontier

Internal Proposal · Tema Flanagan

How the service would work, how it integrates with what we're already building, and where I'd like your input.

Setting the frame

Not here to sell you on the service. Here to walk you through the structure.

What follows is how the service would run, how it integrates with Frontier, and the open questions I want your input on.

The service has two objectives. The first is change with a specific destination: helping each client adopt the Frontier tools we're building for them. The second is change resilience: building their ability to keep absorbing change as the technology and the work shift.

Phases 1 and 2 are oriented to the specific destination. Phase 3 is oriented to the long horizon.

Recommendation

Every Frontier audit should include a change-readiness interview block, led by me.

Before the engagement is signed, we already have signal about whether the change will land.

The audit team is already inside the firm. I'd add a dedicated interview block on leadership readiness and team adoption posture, alongside the operational diagnosis. The output: a Change Risk Score, delivered as part of the audit.

How the service maps to Frontier

Three phases, running in parallel with Frontier.

Each phase syncs with what the Frontier team is doing at that point in the client's journey.

Audit · CM interview block

Change-readiness questions inside the existing Audit. Produces the Change Risk Score.

Phase 1 · Intake & structured listening

Runs while Frontier builds. Leader sessions, team interviews, Sentiment Inventory, Team AI Readiness Map, Operating Way.

Phase 2 · Activation

Runs alongside tool rollout. Facilitated conversations, role plans, influencer activation, leader prep.

Phase 3 · Change stewardship

Extends into the Retainer. Ongoing check-ins, re-assessments, durable change capability.

Phase 1 · Intake & structured listening

Phase 1 happens while Frontier builds.

Private, high-trust work. Structured leader sessions, then leader-endorsed team interviews.

The audit provides a surface-level understanding of the organization's capacity to navigate change. Phase 1 produces deeper, team-wide insights that determine whether adoption actually happens — what people fear, what they need from leadership, how they see their own roles evolving.

We use a proprietary four-dimensional framework to assess the team's readiness to adopt the tools we are building for them.

The four-dimension framework

A working tool for mapping each team member.

I apply it. The leader reviews it. The team never sees it. It drives Phase 2 decisions.

Dimension 1

Posture

Orientation toward AI. Refuser, skeptic, compliant, curious, integrator, builder.

Dimension 2

Craft anchor

Where they derive professional pride. Craft-anchored people are more likely to feel threatened; outcome-anchored people adopt faster.

Dimension 3

Agency

Level of self-direction. Self-directing, responsive, or hesitant.

Dimension 4

Role fit

How the role survives the new operating model — amplified, transformed, at-risk, or sunset. Tied directly to the Frontier tools being built.

How data comes in

Interviews + leadership read

First three dimensions from interview content. Role fit from leadership, in collaboration with me. Most sensitive — it has career implications.

Phase 1 deliverables

Three deliverables the client receives.

Two are private to leadership. The third is the team-facing document that anchors Phase 2.

Private to leadership

Sentiment Inventory

A written synthesis of what surfaced in team interviews: fears, hopes, questions, the dynamics people won't surface in groups. Plus the named individuals whose orientation will shape the engagement.

Private to leadership

Team AI Readiness Map

The team mapped against the four-dimension framework. Drives Phase 2 decisions: influencer activation, targeted development, hard conversations, role redesign.

Team-facing

Operating Way document

Co-authored with the leader. The firm's institutional position on how it operates in an AI-augmented world. Customized to their Frontier build. Updated as tools evolve.

Phase 2 · Activation

Phase 2 runs alongside tool rollout.

The change management work is what makes the rollout land, and what makes it specific to each client's build.

Activity

Department facilitated conversations

Structured working sessions inside each department. Surface what's been unspoken, walk through role evolution, set departmental working agreements.

Activity

Role evolution plans

Per-role, written. What stops, what stays, what's new, what capability is required. Drafted by me, reviewed by department head, signed off by the leader.

Activity

Internal influencer activation

Identifying culturally influential team members whose adoption pulls others, then formally empowering them with assignments, public cover, and ways to share what they learn.

Activity

Conversation enablement & objection planning

Structured prep for the specific conversations the leader needs to have. Talking points, anticipated objections, framing language, follow-up guidance.

What unifies Phase 2

Custom to their Frontier build

Every activity references the specific tools being rolled out — anchored to the work the Frontier team is delivering at the same moment.

Phase 3 · Change stewardship

Phase 3 shifts from change with a destination to change resilience.

Once the tools are rolled out, Phase 3 keeps the change capability alive. Paired with the Frontier Retainer.

Activity

Monthly leadership check-ins

Ongoing support for the leader as new dynamics emerge and the change capability gets exercised.

Activity

Quarterly re-assessments

Using the four-dimension framework to track how the team is moving and adapting over time.

Activity

Operating Way maintenance

Keeping the document current as tools evolve and the work shifts. The institutional record stays alive.

Not every client will need Phase 3. For some, Phases 1 and 2 deliver the value. Others will see Phase 3 as the most valuable part — durable change capability rather than a one-time project. This is also where MRR can live.

Measurement & ROI

Measurement is one of the places I'm still working things out.

Here are the ideas I'm considering, organized by what we'd be measuring. I'd value your input on which feel most promising.

Most concrete

Tool adoption

Usage tracking baked into Frontier tools from day one. Workflow integration tracked at the department level: what percentage of work now flows through the new tools? Baselined in Phase 1, tracked through Phase 3.

Headline metric

Frontier ROI capture rate

For each client with a CM engagement, the percentage of projected operational ROI that materializes within 12 months. Plus engagement-level outcomes we can attribute: conversations held, influencers activated, Operating Way usage.

Still being designed

Change resilience

The hardest layer. Working framework of indicators I'm considering: leadership change behavior, information flow, adaptation velocity, Operating Way evolution, the 18-month integration test. Framework would sharpen with reps.

Where I want your input

A few real questions I need this group to weigh in on.

Pricing model

Standalone line itemSold separately. Change Risk Score makes the case for the engagement.
Bundled into FrontierAt least for the first 90 days, baked in and not optional.
Pricing varianceEngagement depth flexes with firm size. A single fixed price likely won't fit.

Measurement

Headline metricIs Frontier ROI capture rate the right one to lead with, or is there a better one?
Change resilience frameworkPick a working set of indicators now, or wait until we have engagement reps to refine it?
Promise level at saleHow firmly do we commit to measurement outcomes in the sales conversation?

The information contained in this presentation is privileged and confidential.