You've been there before.
You mapped out the perfect route. The plan was solid, every step carefully laid out. The team was prepared, and the destination was clear. Then, the landscape shifted. A key stakeholder left, priorities changed, a new SME joined the team, or new requirements emerged. Suddenly, your well-planned path no longer works, and you're forced to reroute.
Your project has been waylaid by an onslaught of change.
What if, instead of resisting change, you designed for it from the start? That begins with anticipating the shifts ahead—before they disrupt your project. When you train yourself to recognize early signals of change, you can adjust long before they become roadblocks.
It's not just about project management tools or Agile frameworks —it's about designing work that moves with change, rather than fighting against it. An agile mindset and techniques can shape not only how we manage projects but also how we design the work itself. Whether you're creating learning experiences, leading a business initiative, or launching a product, the way you prepare today determines how smoothly you can adapt when things inevitably shift.
We call it "Design for Change" and it has three components:
- Seek out the Change
- Build for the Change
- Brace for the Change
Spot the terrain: Seek out the change
Most of us only react to change when it forces itself upon us. But what if you had a way to spot the signals of change early, before they disrupted your plans? Successful teams make detecting change part of their regular process, not just a reaction to sudden surprises.
How to approach this
Get the right people on board. Identify key stakeholders, decision-makers, and end users early. This includes the project sponsor, subject matter experts, project manager, and learners. Build strong relationships and frequent communication so that you're more likely to hear about change and when it happens, you have a built-in supporter.
Solve for business and learner goals. Clearly define why you're taking on this project. When changes happen, it's easier to realign when you know the purpose.
Work, release, and evaluate in iterations. Test and refine as you go instead of assuming everything can be planned up front. When you release and test a product or program, you have a built-in opportunity to see what's changed and use that insight to fuel your next iteration.
Include a contingency. Build in extra time, effort, and resources expecting that something will change. Keep that contingency time at the end of the project—when changes are most difficult to incorporate.
Regularly ask what's changed. Schedule brief check-ins, even when everything seems stable. Add "What's changed?" as a regular part of your meeting agendas. Then become a broken record: Every meeting starts with "What's changed?"
In action
You're preparing to launch a new product, and your sales team needs training on features, pricing, and positioning. You map out the training plan by collaborating with product managers and marketing. Everything seems on track—until leadership announces last-minute changes. They refine product features, adjust pricing structures, and shift the sales strategy.
Without a plan to handle mid-development changes, you risk delivering outdated content, confusing sales reps, or revising materials at the last minute.
Rather than waiting until training is fully developed to address the shifts, consider these proactive steps:
- Build in extra time, effort, and resources, anticipating that something will change.
- Check in with product teams early to ask, "Are any updates expected before launch?"
- Pilot a minimum viable version to gather early feedback and refine the content before full rollout.
By identifying change early and building flexibility into the development process, you ensure training materials remain accurate, up-to-date, and effective before development even begins. This prevents rework, confusion, and delays.
Lighten the load: Build for the change
Even when we anticipate change, we often overcomplicate our learning designs, making it harder to adjust. Instead of creating rigid structures that break, we need to build flexibility into our projects from the start.
How to approach this
Build lightweight and flexible solutions with modularity in mind. Use flexible learning assets that are easy to update, such as text-based slides, still images, modular content, and job aids. Save the fancy treatment for things that don't change as often. Design components so updates can happen independently. This allows one part to change without disrupting the entire project.
Delay development on likely-to-change components. If something is uncertain, don't finalize it too soon. Start your work on the parts that are least likely to change.
Release a minimum viable product (MVP). Start with a simple and functional version of your project. Gather feedback and refine over time instead of aiming for perfection up front.
Create a "wormhole" to live content. Instead of embedding static resources, link to real-time data or web-based updates.
Keep stakeholders informed. A clear project plan ensures that when updates happen, everyone knows what to expect.
In action
As you design your sales enablement program, it's tempting to create polished product videos and static pitch decks. But if the product team updates a feature, will your materials keep up?
Rather than scrambling to revise content after changes are announced, consider these proactive steps:
- Link to live product documentation so reps always access the latest details.
- Use short and modular training sections to ensure only affected parts need updates.
- Embed real-time dashboards, linking to dynamic reports instead of creating static versions that quickly become outdated.
- Host live expert discussions rather than pre-recording content that may need frequent rework.
- Keep feature overviews high-level, directing sales reps to real-time product resources.
By designing training with built-in flexibility, you ensure training materials stay current and require minimal updates. This eliminates the need for a full redesign whenever changes occur.
Brace for the change: Carry the load with confidence
Managing change isn't just about adjusting the plan. It's about preparing yourself and your team to move forward with confidence. A well-prepared team expects shifts and adapts with focus and resilience.
How to approach this
Take care of your team. A strong leader anticipates challenges, plans for the unexpected, and creates an environment where adaptation feels possible. In the face of change, lead with empathy and courage.
Celebrate small wins. Recognize progress even when things are shifting.
Rework schedules to create capacity. When priorities change, adjust timelines instead of adding more work.
De-scope and streamline work. Simplify deliverables by focusing on what truly matters instead of holding onto unnecessary tasks. Eliminate nonessential work so your team can stay focused on priority tasks.
Delegate and outsource. Share the workload. Don't try to do it all alone.
Make work visible. Transparency in tasks and progress keeps everyone on the same page.
Communicate change as an engaged partner. Clearly explain why changes are happening and what comes next.
In action
Six months after launch, the product team announces a major feature overhaul based on customer feedback. Sales reps need to pivot their messaging—fast. Instead of reacting under pressure, how will you ensure they adjust smoothly? Here's what you can do:
- Reduce burnout by scheduling "no meeting" blocks. This gives you and your team uninterrupted time to focus on key updates.
- Pause lower-priority training initiatives to focus on critical product updates.
- Update only the most impactful product changes to minimize disruption.
- Host brief sales huddles to ensure reps understand the updates and how to position the product effectively in customer conversations.
By focusing on strategic prioritization, streamlined updates, and clear communication, you and your team adapt seamlessly without disrupting sales performance.
Keep trekking: Look back, move forward
This isn't about predicting the future—it's about making it easy to adjust when things don't go as planned.
At every stage of your next project, ask yourself:
- Am I identifying potential changes by engaging with stakeholders, monitoring shifting priorities, and staying informed about external factors like budget changes or technology updates?
- Have I designed my work to be lightweight, modular, and easy to adjust?
- Is my team equipped with the mindset, tools, and support to navigate change with confidence? Are they ready to pivot when (not if) things shift?
If the answer to any of these is "no," it's time to rethink your approach. Take a step back, simplify, and design for change. The best learning solutions are designed for change and built to evolve.
Want to trek farther?
Explore LLAMA resources on our website.
Or, search "LLAMA" in our "All The Things" resource library for more tools and insights.
Image credit: Darkdiamond67