Recent statistics suggest that approximately 70% of change initiatives fail. Many organisations have experienced these failed programs, and it is evident that there is room for improvement when it comes to initiating and implementing change.
A successful change management strategy requires an understanding of the demands and success measures of any software implementation project. Budgets need to be managed, timelines adhered to, and benefits delivered. A "practical approach" to change management is often recommended, which simplifies the process, removing unnecessary complexity while still prioritising the people side of change. Change should occur with stakeholders, not to them. Since stakeholders can include anyone who interacts with the organisation, it is essential to consider the impact of change not only on staff but also on managers, executives, and clients.
The practical success of a change management initiative depends on two key factors:
1. Two-Way Engagement
Engagement with stakeholders, both internal and external, is an ongoing journey. It begins with careful planning. Confidence in the change strategy stems from understanding the project and its objectives—whether it’s a system change, a business process change, or another type of project. Identifying key milestones and aligning deliverables with the project’s overall goals is crucial.
Once a comprehensive understanding of the project has been established, potential change barriers should be identified. It is important to recognise that these barriers are often perceived rather than actual issues. The only way to gain a clear understanding of these barriers is through a two-way engagement process with the individuals whose roles will be impacted by the change. This can involve conducting workshops, holding informal meetings, shadowing employees while they work, and asking relevant questions. Effective communication strategies for this process include:
- Avoiding overly formal approaches. Break large groups into smaller ones to encourage conversation, asking individuals to "walk through" what they’ve raised.
- Reducing the fear and complexity surrounding change by speaking honestly and without jargon.
- Listening actively, as this is one of the most important skills in change management.
- Always going into meetings prepared, showing stakeholders that research has been done, and asking them to validate what has already been learned.
- Questioning whether the correct understanding has been achieved, as it is easier to seek feedback based on preliminary thoughts than to gather feedback from scratch.
- Encouraging open discussion without restricting questions or comments, allowing people to trust their initial instincts.
This type of approach is far more likely to gain the buy-in and engagement from stakeholders than a heavily documented, one-to-many communication method. The result will be an accurate impact assessment document, which serves as a guide to addressing concerns, overcoming resistance to change, and steering the project toward successful outcomes.
2. Information Dissemination
Maintaining open lines of communication and providing regular updates—both positive and constructive—is essential for bringing stakeholders along on the change journey. A tailored approach, recognising that different groups require different messages, ensures that each key audience understands how the project impacts their role. However, segmenting messages too much can be counterproductive. It is crucial to connect all communications to the larger picture, ensuring that everyone involved recognises their role in embedding the change in the long term.
Consistent reinforcement of key messages is vital to successful change management. Messages should be simple, engaging, and relevant, using plain English and focusing on the benefits to stakeholders. These messages should be developed in advance and carried throughout the life of the project, always aligning with overarching goals. It is also essential to be prepared to answer the inevitable question: "What’s in it for me?" Stakeholders will quickly detect insincere or overly corporate responses.
Success Factors
Measuring the success of change initiatives can be challenging, but it is crucial to track how well change has been embedded in the organisation. The following three measures are particularly effective for evaluating the success of a change initiative:
1. Customer Service Surveys
Anonymous surveys conducted before and after the change provide valuable feedback from stakeholders and users (internal and external) on the impact and success of the implementation. Questions requiring Likert scale or ratings-based responses can help benchmark progress over time.
2. Benefits Realisation
A proposed benefits realisation schedule should be included in all project plans. This schedule must link clearly to the objectives of the initiative, be measurable, and be tracked and reported at key stages. For example, if a new software tool is introduced to streamline procurement and contract management processes, a key benefit might be a 25% reduction in processing time and costs. If the system is being used effectively and the benefits can be demonstrated, the change can be considered successfully embedded.
3. Issues Resolution
This is an especially useful indicator in software implementation projects. Reviewing and analysing user issues logged in the first six months to a year after the change will show whether recurring problems are decreasing. While new issues are inevitable, a reduction in the repetition of the same problems indicates that the change management component has been successful and that stakeholders are successfully adapting to the change.
Success is not determined by the absence of complaints. If no one is discussing the change, they may not be aware of it. By taking a practical approach, integrating change into the project, simplifying documentation, and treating stakeholders with a customer-focused mentality, the likelihood of success is significantly increased.
