The RAISED Approach: A Flexible Cycle for Complex Change Management

Change rarely follows a straight line. Projects start mid-stream, new priorities emerge, and teams often pick up work that’s already in motion. That’s why the RAISED approach to change management is designed not as a rigid sequence, but as a flexible cycle — adaptable, dynamic, and grounded in real-world conditions.

Over the past two decades, I’ve worked within and alongside universities, student residential communities, and sector partners to design and deliver initiatives that are strategic, evidence-informed, and actionable. Whether supporting student experience, shaping institution-wide action plans, or advising on sector-wide frameworks, RAISED has quietly underpinned my approach.

Developed and fine-tuned over many years, RAISED has become a project lifecycle model that supports evidence-informed, intersectional, and people-centred change. The framework supports evidence-informed, intersectional, and people-centred change. It offers both structure and flexibility, providing clarity at every stage, while also allowing individuals or teams to enter at the point most relevant to their needs. Whether you’re in early design, mid-implementation, or nearing the end of a project, the model holds.

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The RAISED Approach: Review, Analyse, Implement, Support, Evaluate & Disseminate

Here’s how it works:

R – Review

The Review phase sets the foundation. It’s the moment to pause and look closely at the current state: what’s working, what isn’t, and why. Often, this phase reveals a gap between policy and practice, intention and impact.

Activities include:

• Reviewing existing policies, data, and strategies

• Mapping current systems, structures, or experiences

• Identifying sector standards or legislative obligations

• Benchmarking against emerging practice

• Gathering early input from stakeholders

• Recognising and acknowledging progress to date

This phase starts with understanding where you are and creating a clear foundation to move forward with purpose.

A – Analyse 

This is where insight starts to take shape. Using data from the Review phase, the focus shifts to identifying patterns, root causes, and opportunities for meaningful change.

Activities include:

• Thematic analysis of data

• Identifying gaps or risks in systems or capability

• Co-designing solutions with stakeholders

• Mapping risks, enablers, and organisational readiness

The outcome? A shared understanding of what’s needed and a plan that’s both achievable and aligned to context.

I – Implement 

This is where plans turn into action. Clear, coordinated, and strategic steps are taken to deliver tangible outcomes.

Activities include:

• Securing leadership buy-in

• Piloting and scaling programs

• Delivering training or resources

• Assigning roles, responsibilities, and timelines

• Communicating with clarity

• Embedding into existing systems

Crucially, implementation should remain agile, adjusting as we go because change rarely follows a straight line.

S – Support

This phase focuses on embedding, refining, and making sure change sticks.

Activities include:

• Monitoring implementation through feedback

• Identifying barriers to uptake

• Supporting transition to business-as-usual

• Streamlining based on practical use

• Providing light-touch guidance or check-ins

Whether the focus is on sustainability, efficiency, or accountability, this phase ensures momentum is maintained beyond initial delivery.

E – Evaluate 

Evaluate examines the impact, captures lessons, and shapes what comes next.

Activities include:

• Comparing outcomes to objectives

• Gathering feedback from those affected

• Assessing changes in behaviour or culture

• Documenting insights for future work

• Highlighting strengths and areas to improve

Evaluation is essential for tracking progress and guiding future action. It strengthens what works and improves what doesn’t.

D – Disseminate

Disseminate shares what has been achieved, how it was done, and what others can take from it. This phase ensures visibility, learning, and influence.

Activities include:

• Creating tailored communications

• Developing case studies, toolkits, or summaries

• Presenting at forums or sector events

• Publishing learnings where appropriate

• Briefing decision-makers

• Identifying opportunities for replication or growth

Dissemination is a critical and often overlooked step. It strengthens the reach and relevance of the work, promotes shared learning, and positions successful initiatives as a platform for broader impact. Making space to reflect, document, and share ensures the value of the work extends well beyond the life of the project.

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Why this approach to change management?

Change is complex: one-size-fits-all rarely fits anyone, and because doing the work well, particularly around equity, inclusion, and respect, requires care, structure, and a deep understanding of both people and systems.

The RAISED approach offers a way of working that holds both strategy and nuance, structure and flexibility. It reflects the way I approach consulting and project management with a focus on context and collaboration. Whether you start at Review or Evaluate, Implementation or Support, this model helps teams build momentum, maintain integrity, and deliver impact at every stage.

If you're looking for a tailored, evidence-informed approach to complex projects, whether in higher education, student experience, or workplace inclusion, this is the model helping teams move from intention to action, and from action to meaningful, measurable change.