If SPARA maturity assessments help us see the system, then diagnosis and sequencing help us change it intelligently. This chapter focuses on how to interpret SPARA data and determine where to act, when to act, and how to act without causing disruption.

Unlike traditional transformation models that rely on fixed blueprints, SPARA advocates for contextual decision-making grounded in lever performance and harmonisation dynamics.

2.0 Why Change Sequencing Matters

In complex organisations, change cannot be applied everywhere at once — nor should it be. Sequencing allows leaders to:

Maximise momentum by fixing constraints in the right order
Minimise resistance by enabling visible progress
Avoid rework by building the foundation before layering improvement

Poor sequencing leads to wasted investment, disillusioned teams, and performance “snapback.”

3.0 The Diagnostic Cycle

SPARA supports an iterative diagnostic rhythm to guide decisions:

Detect – Use SPARA scores, narratives, and harmonisation indicators to identify tension points
Diagnose – Understand whether the root issue is local capability, system misalignment, or leadership clarity
Determine Readiness – Evaluate if the lever is culturally or structurally ready for intervention
Sequence – Prioritise based on leverage, risk, and dependencies
Design Change Loops – Create focused, time-bound experiments that build maturity and test alignment

4.0 Common Diagnostic Patterns

The following are typical lever combinations that signal change is needed — and what to look for:

Strong Delivery + Poor Governance
→ Execution without direction. Look for inconsistent prioritisation and duplicated effort.
Strong Design + Low People Empowerment
→ Processes are mapped, but rarely followed. Indicates lack of buy-in or decision clarity.
High Customer Expectations + Rigid Flow
→ Outcome disconnect. CX is measured but can’t be acted on due to inflexible service models.
Disjointed Maturity Across Levers
→ High CMS in one area (e.g. Delivery) but low Harmonisation across others. Reveals siloed excellence.

5.0 How to Sequence Interventions

SPARA provides guidance for sensible lever sequencing, based on the organisational context. Example patterns:

Context	Suggested Starting Levers
Low Trust, High Change Fatigue	Start with Governance + People
Agile Team, No Value Visibility	Start with Experience + Governance
Service Fragmentation	Start with Design + Delivery
Good Ops, Poor Customer Outcomes	Focus on Experience + Flow

The key is not to chase what’s broken, but to target what’s holding the system back from flowing.

6.0 Planning Changing Waves

Rather than launching a single transformation programme, SPARA supports the use of Change Waves — time-boxed, lever-specific improvement cycles:

8–12 weeks long
Cross-functional in design
Focused on one or two levers
Governed by feedback loops, retros, and harmonisation reviews

Each wave builds capability and alignment, which is then “locked in” before the next wave begins.

7.0 Leadership Signals

Diagnosing change also includes reading the organisational appetite:

Is there leadership alignment?
Are teams hungry for improvement or weary of disruption?
Is there visible friction that people are ready to solve?

SPARA does not force change — it times it.

8.0 Summary

Sequencing change is the art of doing the right thing, at the right time, in the right part of the system.

SPARA enables this by:

Highlighting capability gaps and tensions
Guiding where to build first
Aligning improvement to customer, system, and people readiness

“Don’t just fix what’s broken. Fix what frees the system.”