Change management is often associated with large transformation programmes.

We picture programme boards, detailed project plans, extensive stakeholder maps, communication workstreams and teams of specialists responsible for different parts of the change.

That level of structure may be appropriate in a large, complex organisation. However, the same approach would quickly overwhelm a smaller business.

This does not mean smaller organisations need less thoughtful change management.

The underlying steps are remarkably similar.

As part of maintaining my continuing professional development (CPD), I recently read "How AI Can Benefit the PRINCE2 Agile Professional: Practical Uses of LLMs, RAG, and AI Agents", published by PeopleCert.

The paper explores how artificial intelligence can support, not replace project managers, agile coaches and delivery professionals working within PRINCE2 Agile environments. Rather than focusing on futuristic concepts, it concentrates on practical applications that organisations can begin experimenting with today.

When people hear the term PRINCE2, many immediately think of large IT projects or organisational change programmes.

While it's certainly an excellent framework for managing transformation, that perception only tells half the story.

Spend just a few minutes reading the latest business headlines and one theme quickly becomes clear.

Artificial intelligence.

Every organisation is exploring new tools. New platforms. New ways of working.

Technology has never moved faster.

Yet despite this rapid innovation, the biggest challenge facing organisations in 2026 isn't choosing the right technology.

ADKAR helps explain how individuals move through change, while PRINCE2 Practitioner supports the structured delivery of projects.

Used together, they connect the people side of change with governance, delivery and outcomes.

Agile is often treated as the default answer to modern project delivery. If a project involves digital products, technology, transformation or fast-moving requirements, it is easy to assume that an agile qualification is essential.

But that is not always the case.

If you already hold PRINCE2 7 Practitioner and the wider PRINCE2 Project Management certification, you already have a strong foundation for managing projects in a modern, flexible and tailored way.

AI is rapidly moving from experimentation to implementation.

Across organisations, teams are exploring how artificial intelligence can improve productivity, streamline processes, enhance customer experiences and support decision-making.

Yet despite the excitement, many AI initiatives struggle to move beyond isolated pilots and early enthusiasm.

Having recently gaining my PRINCE2 7 Practitioner certification, I've been reflecting on why professional qualifications continue to matter, even after more than 25 years working in project delivery, operations and organisational change.

It's a question that often comes up.

When you've spent decades leading projects, managing teams and delivering complex programmes, why invest the time and effort in formal certification?

For me, the answer is straightforward.

Having recently completed Prosci Change Management Certification, I decided to strengthen the project delivery side of my toolkit by ensuring I had the latest PRINCE2.

Like many experienced project and delivery professionals, I was naturally drawn towards PRINCE2 Practitioner.

After all, Practitioner is often seen as the "real" qualification.

However, before progressing to Practitioner, I completed PRINCE2 Foundation.

Looking back, I'm glad I did.

After more than 25 years delivering projects, leading teams and helping organisations navigate change, I recently completed the Prosci Change Management Certification.

Some people have asked why.