Creating deliverables and delivering change Whilst these three types of initiative are often thought of as different, they have much in common. The duration and structure of change initiatives vary signifi- cantly, but all have a degree of complexity and are outside of the normal daily workload. All are done for benefit or improvement above current performance. To gain this benefit there are activities relating to making change occur, and there are activities relating to the creation of deliverables. For instance, a new piece of machinery on a production line requires staff to adapt to it. Similarly, a cultural change project will have supporting deliverables such as presentations for com- munication and modified reward and recognition systems. It is worth stressing the need both for deliverables and for change activities. The difference between deliverables from an initiative and change activities is shown in Table 2.1. Table 2.1 Change initiative deliverables and change activities Example deliverables IT systems Example change management activities Communicating vision, direction,