What it does

See change the way your organisation experiences it.

Every change tracker is organised by project. Impact lands by team, as the sum of everything at once. Aspen is built stakeholder-first, so that sum is visible without pivot tables or manual reconciliation. Programmes, projects, changes, impacts, training needs and activities, all recorded against the org units they touch.

Start with the organisation

Set up your organisation first: structure, teams, stakeholders. Every change, impact and assessment is recorded against it, so you can see immediately which teams a change touches and report on it from there.

Impact by team, not just by project

Impact heatmaps across the organisation, change as forward pressure showing what is coming for whom and when, and the people wanted by three workstreams at once visible as contention before it becomes a crisis.

Roll-ups that fall out of the data

The configurable heatmaps, roll-ups and engagement material your sponsor, stakeholders, governance board and fellow change managers want to see, produced from what is already logged rather than assembled every month.

Prosci and ADKAR in mind, not locked in

Designed around Prosci and ADKAR, and flexes to other non-proprietary change models. The method is yours. Aspen supplies the organisational view underneath it.

AI that drafts the paperwork

Help drafting impact assessments, training needs analyses, stakeholder portfolios and roll-up reporting, so the analysis gets done and the writing does not eat the week.

Private by design

Change is sensitive because it may not happen. Scoping reflects that: invite stakeholders to dashboards when you are ready, or simply log and map them. Project managers get a view. It is not a project management tool.

In the product

Real screens from a working system.

The Aspen demo environment, on a synthetic organisation.

Aspen home view scoped to the Customer Platform programme: two workstreams, two projects, five changes, nine impacts, four teams. Changes are grouped by workstream and project, each with status, RAG, delivery window, impact count, high impacts and teams touched. A delivery rail and an org structure rail sit on the left. — 01 **Delivery down one side, the organisation down the other** Scope to a programme and every change in it lines up by workstream and project, each carrying its RAG, its window, how many impacts it has and how many teams it touches. The org structure sits alongside, waiting to be crossed.

Aspen impacts view, 24 impacts grouped by the change that causes them. Each impact names the org unit it lands on, its type such as job roles, processes, systems or compensation, its severity, its window, whether it is checked or an estimate, and whether its timing is confirmed or indicative. The org structure rail shows the impact count per team. — 02 **Every impact names the team it lands on** Switch the rows to impacts and the same records turn around: each one is recorded against an org unit, with a type, a severity, a window, and whether it is checked or still an estimate. The rail on the left already shows how many land on Finance, Payroll and Business Planning.

Aspen impact heatmap, by delivery, monthly, September 2026 to February 2027: projects and initiatives down the side, months across, each cell rated low, medium or high with the number of impacts landing that month, derived from recorded impacts using the organisation’s own roll-up and stacking settings. 24 impacts in the window. — 03 **Change as forward pressure** Months across, projects and initiatives down, and in every cell how much change lands and how hard. It is derived from the impacts already recorded, using your own roll-up and stacking rules, so the quarter where three projects stack up is visible before anyone is living in it.

The change management SaaS you've been missing.