The smart way to successful change

Change management is a structured framework that focuses on people and uses scientifically proven tools to successfully support change and anchor project goals in the long term.

Against change

Change management is an independent, research-based discipline, comparable to project management, and plays a central role in the change process. It is not just about communicating project updates, but also about guiding employees through the change process using tools such as sponsorship, coaching and resistance management. Resistance to change is the rule rather than the exception, and "invisible resistance" from middle management in particular can seriously jeopardize projects.

Change management is therefore not a nice add-on, but a necessity - especially today, as top talent is quick to leave the company if the working environment is no longer right, recognition is lacking or change is implemented without consideration for their prospects. However, the introduction of a change management plan does not necessarily have to be complex or expensive. Such a plan is usually made up of a series of essential measures that we can call the foundation. These core activities can be implemented regardless of the type and size of the project and create a solid foundation. In this article, we will focus on the central activities of this foundation, placing particular emphasis on those that you can implement independently.

In addition, there are numerous optional tools from the areas of communication, participation and motivation that can be used as a supplement depending on the project requirements. Change management therefore encompasses a wide range of measures - from strategic leadership and employee involvement to early planning and targeted resource allocation. Project success is therefore not only based on technical preparation and the classic project plan that we are all familiar with, but also to a large extent on the human factor.

I like to repeat myself: change management does not have to be expensive. Many important steps even have to be initiated by the company itself. External consultants are nevertheless valuable in supporting the preparation and ensuring quality. A good example is the initial communication - i.e. the first information about a change to employees. This early communication should begin well before the start of the project. Avoid surprising your employees with the change on the day of the kick-off; instead, sow the seeds early on. If people have enough time to adjust to a change, it is easier for them to support it positively. This applies not only to IT projects, but to any kind of change.

Acceptance with commitment model

Here I refer to the commitment model, which consists of the three phases of preparation, acceptance and commitment. In order to develop an inner acceptance and ultimately a genuine commitment to the project, I must have been fully informed in the preparation phase and given sufficient time to internalize and understand the change. The model shows that no step should be skipped if the goal is to fully support the project. It is also important that there is a certain time gap between the individual phases - the phases cannot be combined, as is often the case with kick-offs.

They often provide information and at the same time assume that everything has been understood and internalized. This is a fallacy that you should avoid at all costs, as summarizing these phases, especially in the preparation phase, carries a considerable risk. In order to be able to provide effective support in the project as a key user, a fundamental understanding and internalization of the project is required. Imagine if key users are asked to contribute their expertise in the design phase without this preparation - a situation that I observe time and again in many customer projects and which often impairs quality early on in the course of the project.

Getting people on board

Transformation and digitalization are omnipresent, but without the support of people, such projects will remain unsuccessful. It is not enough to simply lay the technical foundations - the acceptance and active participation of employees are crucial. Projects often fail when knowledge carriers fall back on old processes out of skepticism instead of supporting the new changes. It is therefore important to involve the employees who are most affected by the change.

This is achieved through open communication, active listening and obtaining their support in a targeted manner. The goal is not only acceptance, but also the commitment of employees to implement the change productively. Technological transformations may be in the foreground, but the success of the project depends on the attitude of the employees concerned. It is therefore important to establish a clear vision and structure at an early stage and to communicate this continuously.

The role of the manager

So who takes the lead role in communicating the vision and actively demanding support? First and foremost, the decision-maker or project sponsor - ideally at the highest possible management level. Employees are always watching management's attitude to change, and a visible, approachable sponsor who champions change and communicates openly can make all the difference. While a consultant can coach, prepare speeches and design the engagement plan, the sponsor themselves must take the active, visible role. Such regular presence and support costs time, but has an enormous impact.

It is crucial not only to provide information about the upcoming change, but also to convey its purpose. Developing a "future story" together with management that demonstrates the long-term benefits can be very effective here. While the consultant can moderate the process, the core message must come from the company itself.

Remember: employees want to understand why they should support the change. They ask themselves: Why is this change necessary? How is my day-to-day work changing and why now? By answering these questions clearly and comprehensibly, employees will be more willing to embrace the change.

Filling key positions

A strategic project deserves an experienced project manager who is assertive and communicative. Too often, project managers are only chosen based on their availability and not their suitability, which can jeopardize the success of the project. The myth that the project manager must be an expert in the implemented system persists. This can be advantageous, but should not take precedence over qualities such as strong communication skills, stress resistance and assertiveness. Experts should rather be involved in the project as subject matter experts (SMEs).

Clear responsibilities and accountabilities within the project team are also essential, but are often neglected. If no clear expectations are defined for key roles such as the steering committee - for example, when it is to be consulted, what decisions it is responsible for and what criteria it must observe - this can easily lead to delays and frustration within the team.

I have too often experienced projects in which delays, conflicts and wrong decisions came from within the company because key positions were filled with unsuitable personnel. For this reason, checking project governance is firmly anchored in our change management methodology. We know that only the right personnel are able to make target-oriented decisions and successfully drive the project forward.

Early planning, long-term success

Planning should start as soon as the idea takes shape, not just before the kick-off. Technical project plans are essential, but often the plan for the human aspect is neglected. People ultimately determine success or failure, not systems. Without a solid change management plan, you run the risk of employees trying to return to old processes in a roundabout way, influencing project quality through manipulation or, in the worst case, leaving the company. Another aspect of early planning concerns the allocation of resources: experienced employees who are involved in the project must be relieved of their day-to-day work for these tasks.

Early planning enables you to secure the best and most experienced employees for the project. Involving inexperienced employees solely on the basis of their availability can entail unnecessary risks for the project and jeopardize quality. For strategically important projects, it is therefore advisable to bring in temporary staff for day-to-day business in good time so that experienced employees in the project team can be released. This strategic relief ensures that the necessary skills are available to successfully implement the project.

Stakeholder analysis

Finally, I would like to point out an essential basic tool: the stakeholder analysis. At this point at the latest, it is advisable to enlist the support of an expert. A carefully conducted stakeholder analysis is an indispensable part of the change management process and forms the basis for all further measures. The aim is to identify and analyze all internal and external stakeholders who are directly or indirectly affected by the change. This includes project members as well as external partners and interest groups. The result of this analysis is a detailed stakeholder map that shows those involved in their respective roles, areas of work and attitudes towards the project. It also provides information on who should interact with whom, who needs to be released from regular tasks and how different people can best be informed, involved or motivated.

Ignoring a solid stakeholder analysis harbors considerable risks: For example, the absence of important stakeholders in the kick-off meeting can destabilize the project right from the start. Unclear responsibilities and a lack of information create an ideal breeding ground for misunderstandings and delays. Only a complete, structured overview of all the people involved enables the targeted and effective use of change management tools so that the project remains successfully on track. These principles clearly show that change management can be very effective and cost-efficient through clear planning and targeted measures. The basis for this should be created by internal stakeholders, supported and guided by external consultants. However, the implementation of the central activities (see box) must come from within the company.

LeverX framework

These activities form the foundation of a structured change management plan that is tailored to the specific requirements of the company. The LeverX framework is flexibly scalable and can be adapted depending on the project budget, number of employees and other factors. These measures can significantly reduce project risks. In times of tight budgets and a shortage of skilled workers, targeted risk minimization and prevention are crucial. Change management should not only increase employee satisfaction, but above all strengthen their loyalty, promote change and ensure the long-term success of the project.

Organizational change management is becoming increasingly important. Many decision-makers have understood that without sufficient communication, employee participation and motivation, project success is at risk. Professional communication is only one aspect of this; as an overall concept, change management is an independent, multi-layered discipline - as individual and multifaceted as the people for whom it is made. The increasing demand from clients shows how important a well thought-out change management approach has become.

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