Lead the change.
Turn a priority into work people can understand and carry forward. Get support with readiness, stakeholder involvement, planning and implementation.
A clear direction. Practical actions. Shared ownership.
Change managementChange management with Ohad Eliyahu
Change First,
Technology
Second.
I help leaders put people at the centre of change. That means understanding the work, listening early and preparing teams before implementation.
How I approach change
Explore the five movesI involve people before implementation, while their experience can still shape the decisions.
Ground it
Understand the work before changing it.
I start with how work happens today and what is getting in the way. I help you clarify the purpose, scope and leadership decisions before moving into implementation.
- What needs to improve for the people doing the work?
- Who needs to own the decisions?
The aim A clear purpose, realistic priorities and leaders who own the decisions.
Map the people
Bring people in early.
I work with you to understand who is affected, whose judgement matters and whose voice is missing. I involve people while there is still room for their experience to shape the decisions.
- Who will experience this change differently?
- Who needs to help shape it?
The aim People involved early, with their concerns and experience reflected in the work.
Read readiness and resistance
Listen before calling it resistance.
When people hesitate, I want to understand why. I look at workload, trust, competing priorities and what people stand to lose, then help leaders respond to the concerns that need attention.
- What is making this difficult?
- What would help people take the next step?
The aim A realistic view of readiness and practical action on the barriers.
Prepare the people
Give people a chance to be ready.
I help leaders turn the change into conversations, learning and practical support that fit the work. People need to understand what is changing, practise what is different and know where to get help.
- What do people need to understand and practise?
- What support needs to be in place before rollout?
The aim People supported to work differently, with clear expectations and accessible help.
Hold the gains
Stay with the change after launch.
I help you agree who will follow up, what to pay attention to and how to respond when the change starts to slip. Staff feedback and day-to-day experience belong in that review.
- Is the new way of working helping?
- Who will listen and act when it is not?
The aim Ongoing ownership, useful feedback and adjustments that help the change last.
Led by Ohad EliyahuHealthcare experience. A practical approach to change.
Find your starting pointStart where you are
What needs
to move?
You don’t need a finished brief. You need a way into the problem.
The initiative is moving.
Is the team ready?
A new system, a different workflow or an organisational priority. You need a clear picture of what changes for people and what it will take to get there.
Where I can help
Talk about your initiative
The case for change, stakeholder involvement, readiness and a practical plan with named owners.
AI looks promising.
Where would it help?
Start with a task that matters. Look at the information involved, the judgement required and how a different way of working would fit the team.
Where I can help
Talk about AI adoption
A useful application, clear boundaries, a manageable trial and a way to judge whether it helped.
The launch happened.
The change hasn’t landed.
People are finding workarounds, managers are stretched or the questions keep coming. It’s time to understand what the plan missed.
Where I can help
Talk about a difficult rollout
Listening to the team, identifying practical barriers and agreeing what to adjust, with the people who can act.
Work with me
Practical support.
From intent to action.
Advice, planning and implementation support shaped around your initiative. A focused piece of work or support through several stages.
Make AI useful.
Find a worthwhile use for AI, examine the workflow and prepare a manageable introduction. Keep human judgement and accountability visible.
A defined use case. A bounded trial. A way to learn.
AI adoption supportBring the team with you.
Work through the real questions together. Use facilitation, workshops and teaching to build understanding and make the next decisions clearer.
Relevant learning. Useful conversations. Agreed next steps.
Facilitation and learningThe approach behind the product
Change First
Studio.
A digital change planning platform built around the same five moves.
Studio turns the details of your initiative into a structured, editable plan. It gives the planning a workspace, from the case for change to communication, learning and follow-through.
My consulting helps you work through the conversations, decisions and implementation around that plan. You can work with me whether or not you use Studio.
In development
Explore Change First StudioThe same thinking, in a planning workspace.
- 01 Ground it
- An initiative brief and success measures.
- 02 Map the people
- A stakeholder map.
- 03 Read readiness and resistance
- A readiness assessment.
- 04 Prepare the people
- Communication and learning plans.
- 05 Hold the gains
- Adoption measures and follow-up actions.
A practitioner in your corner
The plan has to
work on a Tuesday.
When the team is busy, priorities compete and the work still needs to get done.
My background spans paramedicine, programme leadership and healthcare operations. I bring that perspective to the people, decisions and practical constraints behind a change.
More about OhadTeaching that connects to the work
Make complex
ideas usable.
My teaching engagements include change management education for Cenovus Energy and AI and change management sessions for healthcare groups.
“He has a unique ability to simplify complex topics”
Notes from practice
A useful place
to start thinking.
Before you introduce AI, name the work.
A useful starting point for an AI conversation: the task, the people and the judgement that still belongs to them.
Read the noteGive the change plan an owner.
A plan becomes useful when people can see what happens next, who is responsible and how progress will be checked.
Read the noteListen before you call it resistance.
Pushback can reveal a practical problem the plan has not addressed. Start by finding out what people are being asked to carry.
Read the noteStart a conversation
Let’s work on
what comes next.
Tell me what’s changing, where things stand and where you need support. We’ll work out a useful next step.
Discuss your initiativeohad@innovativeedge.ca