Same title on the org chart. Ask the person in it what their week looks like now versus eighteen months ago, and the honest answer is: barely the same job.
Different tools. Different calls to make. A different bar for what "doing it well" even means. Almost nobody sat down and wrote out what actually changed.
Most change programs skip that entirely. A tool gets announced, the title stays the same, and everyone assumes the gap between the old job and the new one will close on its own through use. It doesn't close. It settles into a mess — a person doing half the old process out of habit, half the new tool out of obligation, unsure which parts of their own judgment still count.
The alternative is unglamorous: go task by task, and compare what the role did before against what it needs to do now. What moved to the tool. What stayed with the person. Where their judgment now applies to something it never touched before. It reads like paperwork. It's the only thing that turns a vague sense that "things are different now" into something the person and their manager can actually act on.
Skip it, and training gets built for a role that no longer exists. Performance gets measured against a bar nobody updated. The person keeps doing the job they were hired for, with new software sitting on top of old habits — which looks like redesign from a distance and isn't one up close.
The tools changed. The cockpit changed. Whether the person flying it knows they're doing a different job now — that's the part nobody checked.