6 ways you’re failing at change management

In the digital transformation era, organizational change is constant. It’s up to IT leaders to ensure the changes their digital initiatives bring to business workflows are absorbed and acted upon by the users impacted by them.

Too often, however, change management is treated as an afterthought, observes Munir Hafez, senior vice president and CIO at consumer credit reporting agency TransUnion.

Like other digital-savvy IT leaders, Hafez believes organizational change management (OCM) isn’t a nice-to-have, but an absolute requirement for long-term success.

“Effective OCM will not only enable the successful execution of a project or transformation, but it can also make the transition smoother and easier for the organization to absorb,” he says, adding that this is particularly true when projects result in process changes, including operational, employee support, or end-user impacts.

Is your organization embracing change or simply dreading it? Here are six ways IT leaders can fall short on change management efforts.

You’re not seeking out external or internal expertise

Taking the challenges of change management for granted by going it alone is one way IT leaders get off on the wrong foot with change management.

Instead, they should consider partnering with experts who practice change management for a living, Hafez advises. “You wouldn’t hire someone who doesn’t know how to write code to develop your software, so why would you expect a project manager or business analyst to drive change management?”

Change management is a specialized discipline, just like business analysis, user experience development, or business analysis. “It requires the same steps to competence, including learning about it from experts and practicing it to learn from mistakes,” Hafez says. “IT leaders should collaborate with external partners to bring their expertise to a project or leverage internal teams specializing in change management.”

Hafez believes it’s also important to build stakeholder group participation from the very beginning. He advises following an approach that recruits influential and respected employees as change advocates. “This allows end users to advocate on behalf of the technology rather than technologists,” he explains. “As a result, system usability is prioritized to ensure a frictionless adoption process.”

You’re losing sight of the overall aim — and not respecting employee concerns

Instead of viewing change management as a set of static processes, leverage it as a dynamic capability that fosters agility and resilience.

“As AI technologies evolve, organizations can utilize frameworks to measure short-term ROI from AI initiatives against key performance indicators (KPIs) linked to business objectives,” says Soumendra Mohanty, chief strategy officer at data science and AI solutions provider Tredence. “By establishing a culture that values continuous feedback and learning, organizations can pivot rapidly based on performance data, allowing them to respond proactively to market demands and technological advancements.”

A common misconception, Mohanty says, is underestimating change’s emotional and psychological aspects. “Leaders often focus on process and technology, neglecting the need to address employee concerns and resistance,” he observes. A successful change initiative requires a deep understanding of employee motivations, fears, and aspirations. “Leaders should prioritize communication strategies that foster trust and transparency, explaining not just what changes are happening but why they matter.”

Your communication strategy is lacking

Leaders often overlook the importance of building strong communication links between management and team members, says Pavlo Tkhir, CTO at software development firm Euristiq. “Providing employee support during changes is one of the key features of a good change management initiative,” he states.

Support communication can be handled in many ways, including training sessions, project updates, and in-person and virtual meetings. Yet clear communication shouldn’t be limited to formal channels. Offering in-person advice and support is always a good idea.

You’re not leading by example — or fostering a culture of trust

Leading by example is a great way for any leader to implement change, says Pascal Yammine, CEO of Zilliant, which produces price optimization and management software.

For a change management initiative to be embraced, the example must come from the top and trickle its way throughout the organization, Yammine states. The influence of longtime team members also plays a significant role in change implementation. “Such individuals need to be inspired, encouraged, and supported by leadership,” he advises. “It’s key to bring in fresh perspectives that challenge conventional thinking, which is a necessary part of transformation.”

Successful change ultimately comes down to people, which is why focusing on culture and communication is essential, Yammine says. Building trust in the team and the organization as a whole is crucial in handling ambiguity. “As a leader, you’re unable to predict everything, but you can prepare and anticipate different scenarios,” he says. “Leaders must also be aware of the risks they’re taking to ensure those risks are reasonable.”

IT leaders must understand that times of uncertainty will arise as they work toward implementing the correct strategy. “When we faced moments of doubt at Zilliant, we found it essential to focus on small wins,” Yammine says. “This allowed us to maintain momentum, communicate transparently about challenges and progress, and stay flexible, knowing when to adjust course while keeping the end goal in sight.”

You’re not building strong internal support for change

To succeed with OCM, you need to begin with the project team and executive sponsors, then expand its scope to all IT team members and, ultimately, all affected business employees, advises Meredith Bilow, a director with technology research and advisory firm ISG.

But Bilow observes that enterprises sometimes bypass early stakeholder groups and jump straight to business user needs. “This is a missed opportunity to increase credibility for the project and IT team, build collaboration across internal IT and/or business-engaged processes, and bolster the team’s ability to deliver on time, on budget, and in-scope initiatives.”

An effective change management tactic is establishing an abbreviated, repeatable adoption toolkit within the organization’s project management office (PMO). Another option is establishing an OCM center of excellence within the enterprise’s transformation management office (TMO) if one exists.

Instead of dictating change from the top, Bilow recommends bringing team members employees into the change process. “This can be achieved through workshops that encourage input on AI initiatives or change strategies, fostering a sense of ownership and alignment with business objectives,” she explains. “Involving teams in identifying quick-win projects, for instance, can build confidence and buy-in for larger transformations.”

Ongoing feedback allows organizations to adapt change initiatives dynamically. “Leveraging AI tools to gather insights on employee sentiment and project impact can inform real-time adjustments,” Mohanty says. “This adaptive approach ensures that change management efforts remain relevant and effective.”

You haven’t planned a trial run

A trial run can help an organization iron out any kinks before committing wholeheartedly to an effective change management framework. Start by focusing on a current project. Bilow recommends creating a small OCM budget for a current project and then hiring a boutique OCM consulting firm to manage the effort. “You can be the executive sponsor, assigning someone from your organization who you would like to train in this area,” she says.

Bilow advises incorporating reinforcement and insight mechanisms. “You get what you measure,” she says. “Include performance metrics, KPIs [and] team recognition that promotes the behaviors and adoption metrics you seek.”