Centralised vs. Programme level reporting for Change Managers - Which works best?.....

Not a new conversation by any means, but a question that many organisations are still navigating. I've had this discussion with a few Heads of Change this week, which prompted me to share what I have seen.

Truth is, there’s no single “right” answer, but the structure you choose can significantly influence consistency, stakeholder engagement, and delivery outcomes.

Here are some of the key pros and cons that I have seen for each model:

Reporting into a central Change Management function.

Pros
Consistency & standards: Ensures common frameworks, tools, and methodologies are applied across the organisation.

Capability building: Makes it easier to develop, mentor, and grow a strong change community.

Enterprise view: Offers visibility across initiatives, reducing overlap and change fatigue.

Resource flexibility: Change resources can be deployed based on organisational priority.

Cons
Distance from delivery: Change Managers may feel less connected to programme realities and decision-making.

Competing priorities: A central team may need to balance enterprise needs with programme expectations.

Perceived lack of ownership: Programme teams may see Change Managers as “external,” impacting influence.

Reporting directly to Programmes.

Pros
Deep integration: Change Managers are embedded in delivery, enabling faster decisions and stronger relationships.

Clear prioritisation: Their focus is aligned to the programme’s goals, timelines, and risks.

Greater influence: Being part of the core team lends authority and accelerates adoption planning.

Cons
Variability in practice: Without central standards, quality and consistency may differ across programmes.

Limited cross-programme insight: Harder to identify cumulative impacts on the organisation.

Capability silos: Harder to build a cohesive Change Management profession when practitioners sit in multiple areas.

Of course, these are all generally speaking and not always the case in every organisation - just some considerations.

So what’s the answer?

As I said, there is no right or wrong answer. Many clients Freshwater Recruitment work with are now opting for a hybrid model, where Change Managers are embedded in programmes but supported by a central function that provides standards, uplift, and governance.

It’s not just where Change Managers report that matters it’s how well the organisation connects its people, aligns priorities, and builds a culture that values change as a capability.