Making Change Stick: How to Get Change Management Right

It is well known that a high proportion of projects, from IT projects to large business transformations, end in failure. According to a Harvard Business Review article, “studies consistently report that about three-quarters of change efforts flop,” while Edwin Petersen’s article elsewhere on Toptal canvases additional sources.

But why do these efforts fail?

There are fewer available statistics but, as far back as 2007, the Project Management Institute (PMI) published a survey revealing that “43% of project managers [said] that project communications were a key factor in the failure of projects.” And a 2015 PMI Conference Paper says, “poor communications is the main reason that projects fail.”

Both of these statements chime with my own experience⁠—namely, that good project change management is critical to success and that good communications are a key component.

What Is Change Management?

Change management is a collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. It is a relatively recent business discipline, though one with academic roots going back 100 years.

In 1909, anthropologist Arnold van Gennep wrote a book on societal “rites of passage,” identifying a three-step process for the change involved: separation, transition, and incorporation. This framework was later developed into the Unfreeze–Change–Refreeze model attributed to Kurt Lewin around 1948, which suggests that successful change requires freedom from current perceptions, implementation of the necessary changes, and then cementing and consolidation of this new reality.

It wasn’t until the 1990s, however, that change management developed as a more formal business discipline, with significant contributions made by Daryl Conner (of “burning platform” fame), John Kotter (Leading Change), and Spencer Johnson (Who Moved My Cheese?), among others.

Today, change management is a profession in its own right, and businesses can draw on a plethora of models, systems, and approaches to change management. So, there is no longer any excuse for not getting change management in projects right.

A Recipe for Change Management

Choosing a Change Management Framework

As change management has matured as a business discipline, its approaches, tools, and techniques have been formalized into various frameworks. Well-known examples are Prosci’s ADKAR®, Kotter’s 8-Step Process for Leading Change, and the Standard for Change Management© from the Association of Change Management Professionals (ACMP).

None of these frameworks are “bad” in any way. They all provide a useful skeleton on which to hang the various change management “muscles” that businesses should use to underwrite their projects and programs. For simplicity, I will focus on Prosci’s ADKAR as the framework to shape the discussion.

In summary, ADKAR stands for the following five sequential steps that need to be completed to enable an individual to change successfully:

• Awareness of the need to change
• Desire to participate in the change
• Knowledge of how to change
• Ability to demonstrate the new, or changed, skills or behaviors
• Reinforcement to make the change stick

Awareness

Each individual who will be impacted by the change first requires Awareness of the need to change. It is not enough for people merely to know that the change is coming. They also have to understand that the change is needed in order for them to start to buy in.

Much of this centers on good communication that is tailored for each individual (or group of individuals with similar characteristics) and that explains the case for change. Ideally, it sets out the benefits that the change will bring to that individual. But, failing that, the case for change needs to point out the adverse consequences for the individual (perhaps even loss of employment) if the change is not made successfully.

In my experience, it is critical that, for major changes, senior leaders are highly visible in explaining the case for change to those affected. This conspicuousness proves to employees that the change is significantly important to the organization. But it is also essential for all the other layers of management and supervision between senior leaders and the employees to reinforce the same key messages.

Some individuals react more positively to certain types of communication than others. For this reason, it is usually necessary to use a series of different communication techniques and channels⁠—such as videos, posters, face-to-face presentations, discussion forums, and written communications (whether on paper, via email, or on the business’s intranet).

Achieving consistency of messaging to these different audiences across a range of different communication channels and media typically requires a high degree of planning and coordination.

Desire

Once individuals are Aware of the need to change, they have to be taken further – to the point at which they Desire to support the change. Its importance stems from the fact that it is the first step toward participating in the change, rather than running away from it by resigning or, worse, resisting.

Even though individuals impacted by the change are now Aware of the need to change, they still ask themselves very personal questions such as: “How does this affect me?” and “What’s in it for me?” Therefore, the Desire step needs to answer these questions for each affected individual.

One key requirement is to create, and then publicize, a vision that excites them and that they can personally buy into. This goes beyond merely convincing them that the change is necessary⁠—for it needs to give them something to look forward to on the “other side” of the change. This is the “north star” they can always refer to when things get difficult.

As with the Awareness step, this vision also needs to be communicated using a range of different communication techniques and channels tailored to specific stakeholders down to the individual level. The requirement here is to reach and persuade each impacted individual using the mode to which they are most receptive. Once more, it necessitates a combination of the message and highly visible leadership that excites and motivates concerned employees.

A top-down approach alone, however, is seldom enough. In addition to listening to their leaders, people also look to and are guided by the responses of their peers. So, now is the time to enlist an “army” of individuals, at all levels of the organization, who are supportive of the change and who will use their own enthusiasm to influence peers to embrace the change. This network of change champions is likely to stay in place throughout the implementation of the change. It can provide both a friendly ear and a point of reference as enthusiasm wanes through the inevitable ups and downs of a transition.

Knowledge

By this stage, each individual should be Aware of the need to change and also have the Desire to support the change. It is now time to start equipping them to make the change.

The Knowledge they need varies according to the type of change being implemented. To give a couple of examples:

• If a new business system is being implemented, users need knowledge of how to operate the new software.
• If the new software also requires changes to the business processes carried out by its users, they also need to be taught those new processes.
• If a culture change is being made by the organization, all employees must know how their behaviors need to change in order to create that new culture.

This represents one of the more obvious change management steps, and businesses typically do it well. The approach required is fairly mechanistic.

First, the organization needs to be clear on what knowledge each impacted individual needs in order to effect the change, as well as the gap between that and pre-existing knowledge. This is the training needs analysis.

Second, a training plan is required, one that sets out how each individual will acquire the required knowledge, typically in some sort of classroom or workshop setting, through either computer-based training or a combination of different techniques.

Third, the training plan is executed. This requires the creation of training materials and the associated job aids and checklists, coaching the trainers on how to use the materials and then carrying out the training itself.

To maximize the effectiveness of the training, these three steps should be supported by a network of people ready and willing to help their peers through the learning process. For many projects and programs, these helpers will be the change champions. A software implementation, though, might also need super users with particular expertise in the new systems, who may or may not be the same as the change champions.

Ability

Knowledge alone, however, is not enough. The employee making the change also needs the Ability to do so. The distinction between the two can sometimes be unclear, so let me provide a non-business example. Suppose you are taking a course in archery. It won’t take long for you to understand how to plant your feet, align yourself with the target, hold the bow, hold the arrow on the string, draw the string, and release the arrow toward the target. And before you even start the course, you likely already know that the objective is to hit the center of the target with the arrow. That’s all the Knowledge that you need.

However, just because you now have the Knowledge doesn’t mean you are going to hit the bullseye every time. Achieving that also requires the Ability to put your knowledge into practice. Just as in archery, the keys to moving from Knowledge to Ability in business are:

• Plenty of opportunities to practice
• Time to improve
• Coaching
• Access to specialist expertise if needed

This means planning the training to start early enough to allow for the learning curve between then and “going live.” Once the formal training is finished, it further means providing training environments (or sandboxes) that can be used by impacted individuals for practice. Finally, it means consistent coaching from supervisors and managers coupled with access to super users or other experts in the specific changes being implemented.

Reinforcement

The final step in ADKAR is Reinforcement. This is required to ensure that the change, once implemented, will stick. If it is neglected, achievements can slip into reverse, and the project or program may fail to deliver the expected return on investment. On the other hand, if it is executed particularly well, performance might be improved further still.

Typical processes, tools, and techniques that you should be using include:

• Maintaining Knowledge and Ability resources (such as training environments, coaches, and the change network) for as long as they are still useful.
• Measuring benefits – keeping track of the financial benefits achieved from the change and comparing them against expectations (which might have been documented in the original business case).
• Recognizing and celebrating success – this could be based on the financial metrics mentioned above, or on less formal measures of success such as all locations achieving implementation of the change, or the 1,000th case being serviced on a new system.
• Building on the initial successes by moving on to projects and programs that take them further, such as continuous improvement programs based on Lean.

Planning for Change Management in Project Management

Good change management is about much more than just training. It is a series of steps, each building on the one before, all tailored to individuals’ specific needs. For a change of significant scale, it quickly becomes a complex program in its own right, with its own dedicated expert leadership.

The first step, as with any other program, project, or large workstream, is good planning. Five steps underpinning a good plan can be summarized as follows:

1. Assess the context: Who is sponsoring the change? How successful have previous change programs been in this particular business? Apart from this change program, what other significant initiatives are underway?
2. Understand the impacts: How significant is the change? What type of change is it (software, processes, organizational, culture, etc.)? Who does it affect?
3. Analyze the stakeholders: How will specific groups or individuals be affected? How prepared are they for the change? How are they likely to respond?
4. Prepare the change charter and change plan: As with any other project or program, it is useful to start with a charter, agreed upon by all the major stakeholders. This responds to the findings in the three steps above. Once the charter is agreed upon, detailed planning can be completed.
5. Acquire the necessary change management capabilities: As detailed planning proceeds, it becomes clear what tools, techniques, and specialist change management expertise are required. Where gaps exist, they either need to be plugged immediately, or else the plan needs to reflect how and when they will be acquired.

It is important to underline that many of the change management activities explored need time for the initial seeds to take root and flourish. In almost all of the change programs I have seen fail, a key reason has been that the change management started too late to be effective. A back-ended plan is usually a recipe for failure.

7 Critical Steps to Master Change Management in Enterprise Transformations

There are no shortcuts to effective, lasting change. If you want results that stick, you need to invest for the long haul.

Here’s how to turn proven change management frameworks into practical steps you can put to use.

Step 1: Understand the “Why”

As we’ve already covered, successful change management depends on guiding individuals through a number of steps (awareness, desire, knowledge, ability, reinforcement).

Communication is where most change frameworks tend to fall apart. If you’re not able to help individuals understand the “why” of the change, you won’t win the hearts and minds needed to bring them along for the ride.

Clarity and consistency are absolutely key. Clearly articulate the business case for change, including what happens if you don’t act, and make sure leadership is saying the same thing. Connect the change to real goals and measurable results. Vague appeals to “transformation” aren’t enough when you need people to change how they work day to day.

This is not a one-and-done announcement. Keep reinforcing the message across different channels and over time. Don’t try to front-load all of the information into a single meeting or email.

Step 2: Embrace a Human-centric Approach

Change happens at the individual and organizational levels. You can redesign systems and processes on paper, but the changes only succeed when your people decide to shift their daily habits.

This means tailoring messages and support for different groups. For example, customer service teams need to know exactly how their workflows will change. Reach people through the channels they actually use and trust, such as town halls, targeted video updates, Slack groups, and quick reference guides.

Build real empathy by mapping out how different groups are likely to feel: anxiety about increased workload, frustration over losing familiar tools, or worry about job security. Addressing these emotions in your planning will shape how the entire process is run and show people that you’ve considered how their day-to-day work will be impacted, making them more likely to support the change.

Step 3: Prepare to Reduce Resistance to Change

Change is difficult. Change is unfamiliar. It stands to reason that people may resist, particularly if they’ve become accustomed to doing things a certain way for a long time.

The best way to handle resistance is to get ahead of it. Work with teams and stakeholders to identify potential sticking points early, and set up spaces for sharing feedback so that people have a sounding board when issues crop up. This may include through forums, peer networks, or appointed individuals.

Appointing “change champions” is also a well-trodden technique for keeping change management on track and well-understood. These individuals bridge the gap between leadership and staff, and play a key role in normalizing adoption and maintaining both momentum and enthusiasm.

Step 4: Get the WIFM (What’s in It for Me) Right

“What’s in it for me?” cuts to the core of building engagement in change management. You can articulate the why, center people in the process, and pre-empt resistance, but if individuals don’t see a clear personal benefit, motivation will dry up. This is where a compelling “north star” matters.

It’s no coincidence that creating a sense of urgency represents the first step in Kotter’s change model. Most staff won’t willingly absorb disruption for the sake of an abstract corporate objective handed down by leadership. Give people something concrete to rally around—a vision of what their work looks like on the other side of the change. If the vision only makes sense in a boardroom, it won’t land on the shop floor.

Be honest about consequences, too. Not every change delivers a nice personal upside for everyone affected. Where this is the case, people deserve transparency about what’s changing and why. Don’t try to sell a benefit that doesn’t exist.

Step 5: Engage Experienced Change Leaders and Managers

You need experienced leaders running change management. If you try to tack it onto someone’s existing responsibilities, their daily work will likely suffer along with the change effort.

Appoint leaders who have done this before and give them real authority over the change program, backed by a clear “change management charter” that sets out scope, roles, and objectives. They need to be visible, drive the change in communications, and clear any roadblocks for delivery teams.

A top-down approach to leading change is essential for setting direction, but managers at every level need to be ready to deliver. Line managers are ultimately the ones responsible for reinforcing messaging and fielding concerns every day. If they’re not bought in and supported with clear escalation paths, the whole change framework falls apart in the middle.

Step 6: Balance Internal Change Management Talent With New Perspectives

Make sure you have a clear picture of your internal capabilities and that it matches the scale of your ambition. You need to be realistic about what you can achieve with the resources you have.

If you hype up a change program that falls flat, you’ll lose trust fast. Staff who were asked to invest time and energy into a change that went nowhere will lose faith in leadership’s ability to deliver—and they’ll be far harder to mobilize next time.

It’s often illuminating to get an outside perspective on where you think you are versus the reality, particularly if you’ve been doing things a certain way for a long time.

Whether or not you use external talent, make sure your teams, tools, and training are aligned. Inconsistency here creates exactly the kind of friction that undermines the buy-in you’ve worked to build.

Step 7: Leverage Independent Talent to Fill Change Management Gaps

Specialized external experts can add real value, especially when you’re tackling something ambitious or new for your organization.

Leaning on third-party support often means you can scale capability quickly without adding permanent headcount in the short term. It also enables you to target support where internal experience is thinnest. For example, you might focus internal capability on onboarding staff to new or expanded roles, while using an external partner to upgrade systems or deliver training on new tools.

External support can be especially useful during planning. Readiness assessments and stakeholder analysis, for instance, require a level of objectivity that’s hard to achieve when you’re embedded in the organization you’re trying to change.

If you do hire third-party support, ensure there’s a clear knowledge-transfer process in place. You don’t want to be left in the lurch when their contract ends and the change becomes business as usual.

Navigating the Road Ahead

Change management doesn’t have to be scary or difficult. But it does need real commitment from leadership and their teams, and that buy-in takes time. It’s difficult to program change management into the motivations of staff who are already busy with their day jobs.

Back-loaded plans, where most of the change management effort gets crammed in at the end, won’t get you anywhere. Start early, keep communication human and consistent, be transparent, and ensure your framework for change management stays grounded in goals that staff can understand and relate to.

Always measure progress. In change management, that usually means tracking productivity or efficiency. That’s easy enough if you’re rolling out new systems, but don’t forget staff satisfaction. If you’re not reinforcing change through measurement, recognition, and ongoing support, it won’t take long before motivation dries up and people slip back into old habits.

Finally, treat change as an ongoing program that requires ongoing investment. You’re not signing off on a finite project. You’re trying to change the way work is done for the long term, and ideally, for the better.

Assuring Success

A good plan, though vital, is not enough. As with any other program, project, or workstream, all aspects of the change management process also need managing throughout the life of the initiative.

Most of this ongoing management should be business as usual for any competent company, so let’s explore two testing tools, specific to change management, that are likely to be needed.

The first, stakeholder analysis, begins in the planning stage where it is merely a snapshot of the opening position. Over time, the positions of the various stakeholders change—ideally, in accordance with the original plan but perhaps in ways that weren’t anticipated. The only way to know what is happening is to repeat the stakeholder analysis at regular intervals throughout the change process.

The second is the change readiness assessment. This is another tool that needs to be applied at regular intervals. As the name implies, it assesses the readiness of the organization to implement the change as planned. The document looks in detail at all of the groups and individuals impacted by the change, checking that their Awareness, Desire, Knowledge, and Ability are on track for a successful delivery.

Successful Change Outweighs Potential Savings

As budgets come under pressure, it is easy to save cost by omitting good change management from a program or project’s scope from the beginning, or by “de-scoping” it later. Experience shows that such saving is often a root cause of failure.

Change management is more than just training. Far from being a warm and fuzzy nice-to-have, it should be a well-structured professional discipline that serves as an integral part of program and project management. If you want your initiative to be a success, be sure to include proper change management.