Change Management Best Practices For Big Projects

Change Capacity: How to Build It Before You Need It Following my post on change fatigue, I got a few messages asking about proactive solutions. The answer? Deliberately building change capacity before you need it. At one time I was working on successfully implementing a major tech transformation while adapting to regulatory changes and updating the staffing model. Our secret wasn't better project management—it was intentionally building change capacity across three dimensions: 𝗜𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆: We invested in resilience training for all employees, teaching practical techniques for managing uncertainty. Research from MIT shows this approach reduces resistance by up to 32%. 𝗧𝗲𝗮𝗺 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆: We established "change champions"—not just to communicate but to protect team bandwidth and raise the red flag when implementation timing and sequence needed to be negotiated. 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗰𝗮𝗽𝗮𝗰𝗶𝘁𝘆: Most crucially, we implemented a "change absorption index"—a simple measure of how much change each user group was processing at any time. When a unit approached 80% of their maximum capacity, new initiatives were automatically sequenced. 📊 Quick Change Capacity Audit: - Do people know where to direct their concerns about change overload? - Can managers successfully negotiate implementation timing? - Does your organization measure and track change absorption? - Are change initiatives deliberately sequenced or randomly deployed? The potential ROI is there: imagine faster implementation times and higher adoption rates when change isn't saturated. In today's environment, change capacity isn't just a nice-to-have—it's the difference between organizations that thrive through disruption and those that merely survive. How is your organization deliberately building change capacity? Have you established formal mechanisms or is it still managed ad hoc? #ChangeManagement #OrganizationalResilience #TransformationLeadership #ChangeCapacity

"If you have to force change, you've already failed." This became painfully clear when I learned why the majority of organizational transformations collapse… Last week, in a workshop with Tamsen Webster, MA, MBA, I learned a term that fundamentally altered how I view organizational psychology: Reactance. I now call it "The Corporate Immune System" - and it's quietly destroying your change initiatives. Here's the counterintuitive truth most leaders miss: The harder you push for change, the stronger the organizational antibodies become against it. Consider this paradox: When you mandate transformation, you simultaneously create its greatest obstacle. When you force evolution, you guarantee devolution. When you demand innovation, you breed stagnation. HARD TRUTH: Your brain has a freedom detector. And when it senses a threat, it doesn't just resist - it architects elaborate systems of opposition. 𝗧𝗵𝗲 𝗦𝗰𝗶𝗲𝗻𝗰𝗲 𝗼𝗳 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗖𝗵𝗮𝗻𝗴𝗲: 1. The Autonomy Principle "Don't push the boulder. Build the slope." * Every forced change creates an equal and opposite resistance * The energy you spend overcoming resistance could have been spent creating momentum * Psychological safety isn't a buzzword - it's the foundation of transformation 𝟮. 𝗧𝗵𝗲 𝗣𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗶𝗼𝗻 𝗣𝗮𝗿𝗮𝗱𝗼𝘅 "𝗧𝗵𝗲 𝘀𝗹𝗼𝘄𝗲𝘀𝘁 𝘄𝗮𝘆 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝘀 𝘁𝗼 𝗳𝗼𝗿𝗰𝗲 𝗶𝘁" * Speed of implementation ≠ Speed of integration * Involvement beats compliance by a factor of 4 * The time you "waste" in collaboration is recovered tenfold in execution 𝟯. 𝗧𝗵𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗣𝗼𝗶𝗻𝘁 "𝗖𝗵𝗮𝗻𝗴𝗲 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝗮𝘁 𝘁𝗵𝗲 𝘀𝗽𝗲𝗲𝗱 𝗼𝗳 𝘁𝗿𝘂𝘀𝘁, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝘀𝗽𝗲𝗲𝗱 𝗼𝗳 𝗳𝗼𝗿𝗰𝗲" * Trust is the hidden multiplier in all transformation equations * Authority can mandate behavior but never belief * The best change strategies make resistance harder than adoption Here's what the research shows: * 70% of change programs fail to meet their objectives (McKinsey) * Projects with excellent change management are 6x more likely to succeed (Prosci) * Organizations with effective change management practices report 143% higher ROI compared to those with minimal change management (Prosci) Intellectual humility moment: I had to unlearn a decade of "best practices" to understand this fundamental truth - the most effective change feels chosen, not imposed. What conventional wisdom about change leadership do you need to unlearn? #OrganizationalPsychology #ChangeManagement #LeadershipScience Tamsen Webster - Your reactance framework revolutionized my approach to change.

Ever heard of the Lippitt-Knoster Model for Managing Complex Change? It's a classic in the change management world, laying out the essential pieces needed to navigate big transformations. Taking a cue from that, I've adapted it to fit the world of digital transformation. There are seven key elements you can't afford to miss: Vision, Strategy, Objectives, Capabilities, Architecture, Roadmap, and Projects & Programs. Skip any one of these, and you're asking for trouble. Here’s why each one matters: • 𝐕𝐢𝐬𝐢𝐨𝐧: This is the 'what' of your transformation. A clear vision gives everyone a target to aim for, aligning all efforts and keeping the team focused. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲: Think of this as the 'why' and 'how.' A solid strategy explains the logic behind your vision, showing how you plan to get there and why it's the best route. It’s designed to guide everyone in the company on how to make decisions that support the vision, aligning all efforts and keeping the team focused. • 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞𝐬: These are your milestones. Clear, specific objectives make it easy to measure success and ensure everyone knows what's important. Without them, you can easily veer off course and waste resources. • 𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬: These are what your company will now be able to do that it wasn't able to before in order to achieve the objectives. These can be organizational capabilities (like improved decision-making), technical capabilities (such as real-time operational visibility), or other types like enhanced customer engagement or streamlined processes. • 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐮𝐫𝐞: A robust architecture ensures all your tech works together smoothly, preventing inefficiencies and costly headaches. This includes various types of architecture such as data architecture, IT infrastructure architecture, enterprise architecture, and functional architecture. Effective architecture is central to reducing technical debt and aligning software with broader business transformation goals. • 𝐑𝐨𝐚𝐝𝐦𝐚𝐩: Your roadmap is the game plan. It lays out the sequence of actions, helping you avoid uncertainty and missteps. It's your guide to getting things done right. • 𝐏𝐫𝐨𝐣𝐞𝐜𝐭𝐬 & 𝐏𝐫𝐨𝐠𝐫𝐚𝐦𝐬: These are where the rubber meets the road. Actionable projects and programs turn your strategy into reality, making sure your plans lead to real, tangible outcomes. From my experience, I think '𝐂𝐚𝐩𝐚𝐛𝐢𝐥𝐢𝐭𝐢𝐞𝐬' and '𝐑𝐨𝐚𝐝𝐦𝐚𝐩' are the two most overlooked. What do you think? ******************************************* • Follow #JeffWinterInsights to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

Mastering Change: 6 Key Lessons for Effective Change Management Change management is both an art and a science, requiring thoughtful planning, strong leadership, and ongoing engagement with stakeholders. Its purpose is to ensure steady sailing in uncharted waters. Here are 6 key lessons for success: 1. Strong Leadership and Vision are Non-Negotiable: Leaders must articulate the purpose of the change, align it with organizational goals, and embody the change themselves. John Kotter’s work on change management emphasizes the importance of establishing a guiding coalition to lead and support change efforts (Kotter, 1996). When leadership is engaged, employees are more likely to follow suit. 2. Build an Effective Comms Strategy: Research shows that employees resist change when they feel uninformed or when they perceive the process as secretive (Armenakis & Harris, 2002). Regular updates, Q&A sessions, and opportunities for feedback help reduce anxiety and build trust. 3. Address Resistance Early with Agility: Resistance to change is a natural response, stemming from fear of the unknown, perceived threats to job security, or lack of clarity about the benefits. Proactive change managers identify sources of resistance and address them regularly at each iteration with empathy, training, and involvement. As Lewin’s Change Model suggests, creating a compelling reason for change (“unfreezing”) helps overcome resistance (Lewin, 1947). ICAgile 4. Engage Stakeholders Early and Often: Stakeholder engagement fosters buy-in and reduces opposition. Involving employees in the planning and implementation process not only builds trust but also surfaces valuable insights. Prosci ‘s Change Management Model highlights the importance of active stakeholder involvement in ensuring the change is both adopted and sustained (Hiatt, 2006). 5. Invest in Training Often: Change often requires employees to learn new skills or adapt to new processes. Providing adequate training and ongoing support can make or break adoption rates. Studies have shown that employees are more likely to embrace change when they feel prepared and supported throughout the transition (Burke, 2017). Association for Talent Development (ATD) 6. Measure and Adapt: Regular evaluation helps identify gaps and refine strategies. Continuous evaluation ensures that the change initiative stays on track. Key performance indicators (KPIs) and regular feedback loops allow organizations to identify gaps and make necessary adjustments. Without this iterative process, changes risk failing due to unaddressed issues. McKinsey & Company By focusing on communication, addressing resistance, and providing robust training, organizations can foster a culture that embraces change and thrives in an ever-evolving business environment ready to navigate change effectively. Association of Change Management Professionals (ACMP Global) ACMP DC Society for Industrial and Organizational Psychology (SIOP) SHRM

According to a Bain survey, 65% of initiatives fail because they require significant behavioral change. Making business changes stick long-term is one of the greatest challenges leaders face. Here’s how to overcome this hurdle: 1. Clarify Objectives: Without crystal-clear objectives, your team will struggle to understand the "why" behind the change. Define the goals in simple, actionable terms that resonate with every level of the organization. 2. Reinforce Behavioral Change: Behavioral change isn't a one-time effort. It requires consistent reinforcement. Regularly communicate the importance of new behaviors, and celebrate small wins that align with the change. 3. Support Commitment to the Goal: Leaders must visibly commit to the change. This commitment builds trust and signals to the team that the initiative is not just another passing trend but a core part of the company's future. 4. Ensure Accountability: Accountability is critical. Assign clear ownership for each part of the initiative. Use metrics to track progress, and hold individuals and teams responsible for meeting their targets. 5. Combat the Swirl of the Day Job: One of the biggest obstacles to lasting change is the day-to-day swirl of existing responsibilities. Prioritize the change by integrating it into daily routines and making it part of the fabric of the organization. During a recent corporate carveout, we faced the challenge of transitioning from a legacy culture to a more agile, entrepreneurial mindset. The real hurdle wasn't just setting new strategies but ensuring everyone aligned with the new way of thinking. By focusing on these key areas—especially reinforcing new behaviors and combating the daily distractions—we successfully embedded the changes into the company’s DNA, turning a potential roadblock into a stepping stone for growth. Remember, the real problem often isn't the change itself but our collective unawareness of what truly needs to be done to make it stick. Focus on these key areas to ensure that your business changes become lasting improvements rather than temporary adjustments. #Leadership #ChangeManagement #BusinessTransformation #Carveout

Ever tried to change a tire while the car's still moving? That's what implementing organizational change can feel like for you and your team. We've all been there. 😅 Pushing through changes without a clear strategy, hoping sheer determination and long nights would be enough. But nope. The change initiative ended in confusion, resistance, or maybe didn't make it across the finish line before everyone abandoned ship. I've been there—from implementing organization wide learning programs to updating team policies. And let me tell you, without a roadmap, it's chaos. 🌪️ ---From Chaos to Smoother Sailing---- Enter the Knoster Model for Managing Complex Change. It's like GPS for navigating the treacherous waters of change management. This model has been hanging in my office for the last 10 years, serving as a visual cue to ensure I have all 5 elements covered before taking on change initiatives. ----Here's the Model---- Vision + Skills + Incentives + Resources + Action Plan = Successful Change 🔹 Vision: Where we want to go 🔹 Skills: What we need to know 🔹 Incentives: Why we should care 🔹 Resources: What we need to use 🔹 Action Plan: How we'll get there -----The Impact of Missing an Element---- 🚫No Vision? Confusion reigns 🚫Lacking Skills? Anxiety spikes 🚫Forget Incentives? Resistance grows 🚫Skimp on Resources? Frustration builds 🚫Skip the Action Plan? False starts abound Over the years, this model has become my diagnostic tool. When I hear confusion about where we're going or what we're trying to achieve, I immediately know I haven't been clear on the vision element. 🚩 It's like a red flag waving, telling me to step back and refocus on communicating our goals and business objectives. Similarly, when I notice people are confused about how they're going to meet the vision, it's a clear sign that I haven't properly set them up for success with the right skills. This realization always prompts me to pause and reassess where I can improve. 🔄 It's a simple framework and can also be used as a self-assessment tool. Now, it's your turn to put this model into action: Think about a change initiative you're currently planning or struggling with. Which of the five elements needs your attention most? Is your vision crystal clear? Are your team's skills up to par? Which element are you excellent at?

𝗚𝗲𝗿𝗺𝗮𝗻 𝗦𝘂𝗽𝗲𝗿𝗠𝗮𝗿𝗸𝗲𝘁 𝗖𝗵𝗮𝗶𝗻 𝗟𝗶𝗱𝗹 𝗷𝘂𝘀𝘁 𝘄𝗿𝗼𝘁𝗲 𝗼𝗳𝗳 €𝟱𝟬𝟬 𝗠𝗜𝗟𝗟𝗜𝗢𝗡 𝗼𝗻 𝗮 𝗳𝗮𝗶𝗹𝗲𝗱 𝗦𝗔𝗣 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻. Seven years. 1,000 employees. Hundreds of consultants. Zero ROI. The German retail giant had to scrap their entire eLWIS project and revert to legacy systems. What went catastrophically wrong? ➤ Refused to adapt processes to SAP standards (insisted on purchase price vs retail price inventory valuation) ➤ Massive over-customization that broke system integrity ➤ Executive turnover killed project continuity (CEO + Head of IT both left mid-project) ➤ Inadequate change management despite massive investment The kicker? SAP awarded Lidl a "best customer" prize in April 2017... then Lidl killed the project 15 months later. 𝗛𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝗿𝗲𝗮𝗹𝗶𝘁𝘆: 𝟱𝟱-𝟳𝟱% 𝗼𝗳 𝗘𝗥𝗣 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗮𝗶𝗹. 𝗧𝗵𝗲 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝘂𝘀𝘂𝗮𝗹𝗹𝘆 𝘄𝗼𝗿𝗸𝘀 𝗳𝗶𝗻𝗲. 𝗧𝗵𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗶𝗻𝗴 𝗶𝘁? 𝗡𝗼𝘁 𝘀𝗼 𝗺𝘂𝗰𝗵. 𝗞𝗲𝘆 𝗹𝗲𝘀𝘀𝗼𝗻𝘀 𝗳𝗼𝗿 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀: ✅ Set hard budget escalation limits (50%, 100%, 150% triggers) ✅ Limit customization to TRUE competitive differentiators ✅ Ensure leadership stability during multi-year projects ✅ Change management isn't optional - it's survival ERP success isn't about buying the best software. It's about executing the best transformation strategy. #ERP #DigitalTransformation #CFO #ProjectManagement #SAP Key lessons for finance leaders:  Set hard budget escalation limits (50%, 100%, 150% triggers)  Limit customization to TRUE competitive differentiators  Ensure leadership stability during multi-year projects  Change management isn't optional - it's survival ERP success isn't about buying the best software. It's about executing the best transformation strategy. What's the most expensive implementation mistake you've witnessed? #ERP #DigitalTransformation #CFO #ProjectManagement #SAP

You're not just delivering a project You're delivering a behavior shift. A new system, process, or tool means nothing if no one uses it. Except most project plans stop at launch. Not adoption. If you're a PM, you're also a change manager. Here's 3 tips to build for behavior AND delivery: ☝ Define what's changing for the end user Every project introduces friction. New steps. New tools. New habits. Map the real impact. Not just the shift in duties, but the human change. ✌ Bring people in early Change lands smoother when people see themselves in the solution. Co-design communications + plans with users. This will make them champions rather than critics. 🤟 Reinforce even after launch The project isn't done at go-live. Change management doesn't just happen at the end either. It's a living process, so plan for training, support, feedback loops, and follow-ups. That's where real adoption happens. Deliverables don't manage change. People do. Make sure to build behavior change into your projects so they're successful. 🤙

📍 Is your organization prepared to navigate change, or is it stuck in the past? 📍 How can you lead your team through the chaos of transformation & emerge stronger than ever? 📍 What frameworks can help you, as a CEO, successfully drive change & ensure long-term success? In today’s fast-paced business world, change is inevitable. As a CEO, leading your organization through change isn’t just a necessity—it’s a skill. Understanding and effectively applying change management models can make all the difference between a successful transition & a challenging one. Let’s dive into four powerful frameworks that can guide you as you lead your company through transformation. 1. McKinsey’s 7S Framework It focuses on aligning seven key elements to ensure organizational success during change: Strategy, Structure, Systems, Shared Values, Skills, Style, & Staff. As a CEO, you must ensure that all these elements are aligned to drive change effectively. A shift in one area—such as strategy or structure—can have ripple effects across others, so it’s crucial to evaluate each of these components before, during, and after implementing change. 2. Kotter’s 8-Step Model John Kotter’s renowned 8-step model provides a detailed roadmap for leading change, from creating urgency to anchoring new practices in the culture. The eight steps include: Create a sense of urgency Build a guiding coalition Form a strategic vision Enlist a volunteer army Enable action by removing barriers Generate short-term wins Sustain acceleration Institute change Kotter’s approach is designed to keep momentum going, ensuring that change becomes a long-term part of the organization’s culture. 3. Satir Change Model The Satir Change Model emphasizes the emotional and psychological journey that individuals go through during change. It consists of five stages: Late Status Quo Resistance Chaos Integration New Status Quo This model highlights that resistance is a natural part of the process, and understanding the emotional dynamics of your team is critical to success. As a CEO, your leadership should help guide your team through these stages, offering support and ensuring a smooth transition to the new normal. 4. Bridges’ Transition Model William Bridges’ model focuses on the emotional transition individuals experience when change occurs. The model breaks down the process into three phases: Ending, Losing, and Letting Go The Neutral Zone The New Beginning Bridges emphasizes that the true transition occurs in the emotional realm, not just the structural one. As a CEO, fostering an environment of support during these phases helps individuals navigate change with confidence and clarity. By leveraging these four powerful change management models, you can guide your organization through transformation with confidence and success. Keep these frameworks in mind as you steer your organization toward the future!

I was recently reminded of the significant grounding power of Prosci's five tenets of #changemanagement and the associated plain language questions that can unlock obstacles and provide focus. When I am on stage to share the mindset that people are indeed on the critical path of #changesuccess with a group that may not know much about change management (i.e. executives and senior leaders), this is one of the frameworks I lean on regularly. Why? The first three tenets do not mention change management, but describe the nature of change and how it happens. Then, in the fourth tenet, change management is positioned as the solution to the realities of successful change (or as an antidote when change has been left to chance). Tenet five closes the loop by connecting adoption back to the project's purpose. Prosci's Five Tenets of Change Management + Plain Language Questions: Tenet 1: We change for a reason. Question 1:Why are we changing? T2: Organizational change requires individual change. Q2: Who has to do their job differently (and how)? T3: Organizational outcomes are the collective result of individual change. Q3: How much of our outcomes depend on adoption and usage? T4: Change management is an enabling framework for managing the people side of change. Q4: What will we do to support adoption and usage? T5: We apply change management to realize the benefits and desired outcomes of change. Q5: How will driving adoption and usage improve results? When I'm engaging senior leaders, I usually lead with the five question and only concluded with the connection back to the discipline of change management. How have you used the five tenets framework in your work?