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About KERS

About KERS

The KERS Model is a change adoption framework that enables momentum to be gathered by investing effort into the right areas. This is done by supporting take up of the idea at a grass roots level.

By focusing on both the people and projects within the organisation, the framework identifies the optimal approach to be taken to gain buy in across the organisation.


Developed in 2016 as a part of a consultancy framework, the KERS Canvas was originally created to facilitate rapid change within organisations that wished to adopt Agile.

As soon as it was adopted, it quickly became apparent that the framework could be used to support change implementation at any level within an organistion. This opened the tool up for use in delivering any of type of change to the status quo, including:

  • organisational change
  • team maturity and ways of working
  • personal development and soft skills

Given its versitility and flexibility, the KERS Canvas quickly found itself a key tool within the consultancy toolbox and was added to the BAD toolkit in 2017.

The Problem

It is rare that organisations stop what they are doing in order to implement change. Change usually occurs along side ongoing activities - for example "Let's write User Stories for the next project...", "We need to recruit Product Owners to help deliver next year's targets..." or "We'll implement agile to help us scale our organisation" are all phrases that could represent change within an organisation.

The challenge to adopting the changes (either to the analysis function, the org model or the operational capability in the example above) is that life must go on as the changes are implemented.

Traditional change adoption focuses heavily on stakeholder management, which relies on individuals changing the status quo and embracing the new world.

As well as helping individuals through the change curve, the KERS Canvas is designed to focus on the organisation as a holistic entity. This allows change consultants to use its ongoing initiatives pragmatically to adopt the changes immediately in small steps, rather than waiting for a specific transformation programme.

This approach generates smaller ripples within the organisation, keeping disruption to a minimum and improving the chance of the change being successully adopted.