Even the most well-intentioned initiatives can backfire without a proper change management process. Here’s how to do it well.
Change management can go spectacularly wrong. Kodak once famously failed to transition to digital photography despite inventing the technology. Blockbuster ignored the rise of streaming services like Netflix and declined a purchase offer and Nokia underestimated the smartphone revolution.
While it is easy to discard these as obvious mistakes, they were made by thoughtful, well informed (and highly paid) executives. What went wrong? And more importantly, why do 70% of all change initiatives fail, in companies of all sizes, in small and big projects alike? Here’s what change management actually means and how to do it right.
What is change management
Change management isn’t just about implementing new strategies – it’s a deliberate and systematic approach to steering your company through transitions, whether it’s sharing a vision, adopting new technologies, restructuring teams, or adapting to market shifts.
The key components include:
Vision and Strategy: It’s important to paint a vivid picture of where your company is headed and why. This vision acts as a beacon, aligning everyone – from the C-suite to frontline employees – towards a common destination. When everyone understands the why behind the change, they’re more likely to commit wholeheartedly and steer in the same direction.
Leadership and Sponsorship: Strong leadership to champion the change and secure executive buy-in. Involving stakeholders early in the process builds buy-in and reduces resistance. After all, change affects everyone and it’s meant to be a team sport.
Planning and Shared Roadmaps: Change doesn’t happen by chance – it requires thoughtful, deliberate planning. A well-crafted plan lays out the steps, timelines, and key milestones needed to guide the organization through transition. But planning shouldn’t happen behind closed doors.
Sharing the roadmap with everyone in the company builds trust and transparency. It helps teams anticipate what’s coming, align their efforts, and feel involved in the journey rather than blindsided by it. When people can see the path ahead and understand their role in it, change feels less like a disruption and more like a collective mission.
Communication it’s more than sending out memos or holding town hall meetings. It’s about creating a dialogue that fosters understanding and trust. Transparent communication ensures that every team member knows what’s happening, why it matters, and how they fit into the bigger picture. It’s like laying down stepping stones on a path, ensuring everyone knows where to step next and feels confident moving forward together.
Training and Support: Providing necessary training and resources to ensure everyone can adapt to new processes or technologies.
Monitoring and Feedback: Regularly assessing the progress and making adjustments as needed.
10 steps to implement change management
Based on our experience, here are 7 practical tips to ensure a smooth transition:
Create a sense of urgency
Change is rarely easy but presenting it as urgent and essential can make a significant difference in how your team perceives and embraces it. Urgency creates momentum and focuses everyone’s attention on why the change matters right now.
When people understand that the change isn’t just a nice-to-have but a critical step forward, they’re more likely to support it. So, paint a picture of how the future state will be better than the current one. For example, if implementing a new software system, emphasize how it will streamline operations and reduce time spent on repetitive tasks, freeing up resources for more strategic initiatives.
Besides, illustrating what happens if the organization doesn’t change can be a powerful motivator. Discuss market trends, competitive pressures, or customer expectations that necessitate the change. This helps team members understand the risks of maintaining the status quo and reinforces the need for timely action.
Roll out changes in phases
Rome wasn’t built in a day, and even if they tried, it would result in chaos. Similarly, managing change can be overwhelming if you try to implement everything at once. Breaking down your initiative into smaller, sequential and manageable phases reduces stress and increases the likelihood of success.
For instance, if you’re introducing a new CRM system, your phases might include planning and analysis, pilot testing, full deployment to a select group, and finally, company-wide rollout. And before rolling out changes broadly, conduct a beta test with a small group or department. This initial phase allows you to gather feedback, identify potential issues, and refine your approach. It serves as a controlled environment to test the waters and ensure that any unforeseen challenges are addressed early on.
Once you’ve ironed out the kinks in the beta phase, gradually expand the change to larger groups or departments. This incremental approach minimizes disruptions and gives your team time to adapt without feeling overwhelmed. It also builds confidence in the new processes or systems as success stories emerge from early adopters.
Set goals and KPIs for the change
Setting clear goals and Key Performance Indicators (KPIs) is paramount to provide direction and help measure progress along the way. They define what success looks like for your change initiative and allow you to gauge whether you’re achieving the desired outcomes.
Goals should be specific and measurable – such as adoption rates of new processes or systems, employee satisfaction scores, cost savings achieved, or time-to-market for new products or services. Choose KPIs that are meaningful to your organization’s success and can be tracked consistently over time.
Don’t forget to share it with everyone. Visual aids such as dashboards, progress reports, or regular updates during team meetings can effectively communicate the impact of the change initiative and reinforce its importance.
Invest in change management tools
Change management tools help organizations implement change effectively – they support everything from planning and execution to communication, training, and tracking progress. Investing in the right tools ensures everyone has the resources they need to overcome obstacles and move forward confidently.
This tip is especially useful for large-scale change initiatives, where complexity, volume of stakeholders, and long timelines demand structured, scalable support. For smaller projects, simpler approaches might be enough – but when you’re leading a major transformation across multiple teams or departments, tools can make or break the process.
Alternatively, you can go custom. A tailor-made collaboration tool might include integrated messaging, video conferencing, document sharing, and virtual workspaces – perfect for distributed teams or hybrid environments. These tools help break down silos, centralize updates, and keep everyone in sync throughout the journey.
Address resistance head-on
Resistance to change is natural and can stem from various concerns such as fear of the unknown, scepticism about the benefits, or apprehension about how the change will impact individual roles and responsibilities. Anticipate resistance and address it proactively. Start by identifying and understanding the reasons behind resistance. This requires listening actively to concerns raised by team members and stakeholders. Are there misconceptions about the change? Are there fears about job security or increased workload? Understanding these underlying issues allows you to tailor your approach accordingly.
Empower change leaders
Change leaders are influential individuals who champion the change initiative, inspire others, and drive momentum throughout the organization. They act as ambassadors, advocating for the benefits of the change and motivating their peers to embrace new ways of working.
Identify potential change leaders based on their credibility, influence, and commitment to organizational goals. Look for the ones who are respected across different departments and levels of the organization. Effective change leaders possess strong communication skills, empathy, and a proactive approach to problem-solving.
Seek feedback
Feedback is a powerful tool in the change management toolkit. It serves as a pulse check that provides real-time information on what’s working well, areas needing improvement, and any unintended consequences of the change initiative.
Establish multiple channels for gathering feedback, like surveys, focus groups, town hall meetings, suggestion boxes, or one-on-one interviews. Promote a culture of open communication where employees feel safe and encouraged to share their honest opinions and experiences. Also, use technology to facilitate anonymous feedback if confidentiality is a concern.
Remove obstacles
Even with a solid strategy and a motivated team, change can stall if roadblocks get in the way. That’s why a crucial part of successful change management is identifying and removing these barriers — whether they’re obvious or more subtle.
Common obstacles include:
Legacy processes that no longer make sense but are still followed simply because “that’s how we’ve always done it.”
Lack of training or resources to properly adopt the new way of working.
Resistance from key individuals, often driven by fear, misinformation, or disagreement.
Outdated internal rules or policies that discourage the new approach.
Old technologies that don’t support the new systems or workflows.
By actively tackling these blockers, you make it easier for your team to move forward with confidence and actually live the change — not just comply with it.
Celebrate short-term wins
Change can feel overwhelming when the finish line seems far away. That’s why celebrating small, early successes is so important. These short-term wins keep morale high, build confidence, and show that progress is real — not just theoretical.
Look for quick wins you can spotlight. Maybe a new system saves the team a few hours a week, or maybe one department hits a key milestone ahead of schedule. Share those stories. Recognize the people involved. When people see tangible results, they’re more likely to stay engaged and motivated for the long haul.
Anchor change in company culture
If you want change to last, it can’t just be a temporary project — it has to become “the way we do things around here.” This means embedding the new behaviors, processes, and mindset into your company culture.
Talk about the change in onboarding. Celebrate it in performance reviews. Reinforce it in leadership actions. The more the new way of working becomes part of everyday habits and decision-making, the more likely it is to stick. True change doesn’t happen overnight — it’s when people stop thinking of it as new and start seeing it as normal. That’s when you know it’s anchored.
Popular change management models
Change management models are structured frameworks designed to guide organizations through the complexities of change. While these models do not offer rigid step-by-step instructions, they provide a structured approach to managing change effectively.
Before selecting a change management model, it’s essential to consider the nature of the change you want to implement. For instance, changes that predominantly involve people and organizational culture may benefit from emotion-based models, while changes that emphasize process improvements or system implementations may find value in models that are outcome-oriented. Let’s take a peek to the most popular ones.
1. Kübler-Ross Change Curve
Best suited for: People-centric changes, particularly those that involve significant emotional adjustments such as organizational restructuring, mergers, or cultural shifts.
The Kübler-Ross Change Curve, named after psychiatrist Elisabeth Kübler-Ross, outlines the emotional stages individuals typically experience when faced with significant change or loss. Originally developed to explain the stages of grief, this model has been adapted for organizational change management to help leaders understand and address the emotional responses of individuals during times of transition.
The model identifies five stages that individuals may go through when confronted with change:
Shock and denial. Initially, individuals may feel disbelief or denial about the change. They may resist acknowledging the reality of the situation.
Anger. As the reality of the change sets in, individuals may become frustrated or angry. They may express resentment towards the change or those perceived to have caused it.
Bargaining. In this stage, individuals may attempt to negotiate or find ways to avoid the change. They may seek compromises or alternative solutions.
Depression. Feelings of sadness, helplessness, or anxiety may arise as individuals come to terms with the implications of the change.
Acceptance. Finally, individuals begin to accept the change and adapt to the new reality. They may start to see opportunities or positives associated with the change.
2. Kotter’s 8-Step Change Model
When it comes to managing change in a way that actually works, John Kotter’s 8-Step Model is a go-to framework. It breaks down the process into clear, actionable steps that help organizations move from “this needs to change” to “this is how we do things now.” What makes it powerful is how it blends strategy with the human side of change.
Here’s a breakdown of the 8 steps and how they work:
Create a sense of urgency Before anything else, people need to feel that change is necessary. This means showing real data, telling compelling stories, and highlighting risks of not changing. The goal is to get people saying, “We need to do something – and fast.”
Build a guiding coalition Change is a team effort. You need a group of influential people across different levels and departments who believe in the change and can help drive it forward.
Form a strategic vision and initiatives What does success look like? Define a clear vision and outline the initiatives that will help get you there. This gives everyone direction and a shared goal to work towards.
Enlist a volunteer army You can’t do it alone. Communicate the vision in a way that gets others excited. The more people onboard early, the stronger the momentum.
Enable action by removing barriers Identify what’s slowing people down – outdated processes, fear, lack of resources – and work to eliminate those blockers. Make it easy for people to take the right steps.
Generate short-term wins Don’t wait for the big result. Celebrate quick wins along the way to keep morale high and show that progress is happening. These wins help build credibility for the change.
Sustain acceleration Keep the energy up. Use the momentum from early wins to push through tougher challenges. Keep introducing improvements and don’t let the initiative lose steam.
Institute change Finally, anchor the new ways of working into your culture. That means reinforcing behaviors, updating training, recognizing new habits, and ensuring leadership continues to support the change long-term.
Kotter’s model is popular because it doesn’t just focus on plans and processes – it’s about people, communication, and culture. It helps you not only start the change, but actually stick with it until it becomes the new normal.
3. ADKAR Model
Best suited for: Changes that focus on achieving specific outcomes through individual and team behaviour modifications, such as implementing new software solutions, workflow improvements, or performance optimization projects.
The ADKAR model, developed by Prosci, is a framework used for understanding the individual elements required for successful change. The acronym stands for the five sequential stages that individuals typically go through:
Awareness. The first stage involves creating awareness among individuals about the need for change. It helps them understand why the change is necessary, what the implications are, and how it aligns with organizational goals.
Desire. Once individuals are aware of the change, they must develop a desire or motivation to support and participate in the change process. This stage focuses on addressing concerns, building commitment, and highlighting the benefits of the change.
Knowledge. The knowledge stage involves providing people with the information, skills, and resources necessary to implement the change successfully. It includes training, workshops, and access to relevant documentation or tools.
Ability. After acquiring knowledge, individuals need to demonstrate the ability to implement the change in their daily work or tasks. This stage focuses on practicing new behaviours, applying new skills, and overcoming initial challenges or obstacles.
Reinforcement. The final stage of the ADKAR model involves reinforcing the change to ensure it becomes a permanent part of the organizational culture. It includes celebrating successes, providing ongoing support, and recognizing those who embrace and sustain the change.
4. McKinsey 7-S Framework
Best suited for: Addressing changes like mergers and acquisitions, organizational redesigns, cultural transformations, or strategic reorientations.
The McKinsey 7-S Framework was developed by Tom Peters and Robert Waterman at McKinsey & Company in the 1980s. The framework identifies seven interdependent factors that collectively shape an organization’s ability to achieve its objectives and maintain competitiveness.
Strategy. This refers to the organization’s plan for achieving its objectives and goals. It includes the strategic choices made regarding markets, products, services, and competitive positioning.
Structure. It defines the organizational hierarchy, reporting relationships, and division of responsibilities. It determines how tasks are divided, coordinated, and controlled within the organization.
Systems. Encompass the formal processes, procedures, and routines that govern how work is done within the organization. This includes information systems, performance management systems, and decision-making processes.
Shared values. Represent the core beliefs, attitudes, and norms that guide behaviour and decision-making within the organization. They define the organization’s culture and shape its identity.
Skills. It refers to the capabilities, competencies, and expertise of employees at all levels of the organization. They include technical skills, knowledge, and specialized abilities required to perform specific tasks.
Style. Draws leadership and management style prevalent within the organization, including behaviours, values, and attitudes demonstrated by top management and influential leaders.
Staff. Represent the human resources and talent within the organization, including the size, composition, and competencies of the workforce. It focuses on aligning the right people with the right roles to achieve organizational objectives
5. Can You Combine Different Change Models? Absolutely.
While each change management model brings its own strengths to the table, the truth is: there’s no one-size-fits-all. The most successful organizations often create a hybrid approach that pulls the best elements from multiple frameworks. Why? Because change is complex. People are different. And each project has its own unique challenges.
Here’s why mixing models might actually work better:
Different needs, different tools Some changes are heavy on processes (like tech implementations), others are deeply emotional (like cultural shifts or restructuring). One model might not cover all the angles – so blending models lets you cover more ground.
Keep it people-centered For example, you might use Kotter’s model to drive momentum and structure your change journey, while incorporating the ADKAR model to focus on individual employee experiences. That way, you’re not just checking boxes – you’re actually supporting people through the change.
Stay flexible A hybrid approach gives you more flexibility. You’re not stuck following a linear path if that doesn’t fit your reality. You can adapt to what’s working, drop what isn’t, and stay responsive to feedback.
Real-life example? Imagine you’re rolling out a new digital platform across multiple teams: use Kotter to build urgency, leadership coalitions, and generate short-term wins.Layer in ADKAR to ensure each individual understands the change, wants to engage, and has the knowledge and support to succeed.
In the end, change is about people. Whether you’re restructuring, digitizing, or reinventing your business, the goal isn’t just to implement change – it’s to make it stick in a way that’s meaningful and sustainable.
So don’t be afraid to mix and match. What matters most is finding a path that works for your organization and keeps your people engaged every step of the way.
Embrace change with Near Partner
Change is a continuous journey of adaptation and evolution. Embracing a culture of continuous improvement keeps your organization agile and ready to tackle whatever the future holds. At Near Partner, we specialize in helping businesses like yours implement change management tools to drive successful transformations. Our expertise and tailored solutions ensure that your organization is well-equipped to handle the challenges and opportunities of change. Ready to take the next step? Contact us today and watch your organization thrive!
