How to master the change management process

Change is life’s only constant, so organisations that manage change effectively stand to gain a competitive advantage. Likewise, learning to manage change in the workplace can help you lead in a way that benefits your organisation and your fellow employees.

What is change management? Change management is a structured process for guiding and supporting teams through changing workplace processes or ways of working.

In this article, we cover more about the change management process: what it is exactly, why it's important, and some proven methods and tools for successfully leading change.

We also offer real-world case studies to give you actionable steps and insights to help you drive change initiatives at your workplace.

• Understanding change management
• Key elements of a successful change management process
• The change management process: Step-by-step guide
• Change management tools and techniques
• Overcoming common challenges in change management
• Case studies: Successful change management in action
• FAQs

Understanding change management

Change management is about leading a transition in the workplace in a structured and orderly way. It's the systematic plan for, and implementation of, an adjustment or improvement within an organisation.

It could be for something as small as a new technology rollout or as large as a complete shift in how a business operates, such as a government office changing from manual paperwork to a fully digital system. Market shifts can also necessitate change as businesses adapt and innovate to stay competitive.

While project management focuses on the mechanisms of change – tasks, timelines, and deliverables – change management is more about managing and guiding people through a change. Its purpose is to help them move smoothly from the current ways of working to the new method.

New work processes are usually implemented to improve business efficiency, so change management is also about getting buy-in and engagement from employees, so there’s minimal disruption or loss of productivity, and so that people feel positive about the changes.

To summarise, project management manages scope, tasks, resources, and budgets, while change management manages communication, buy-in, training, and support, so employees adopt the change smoothly.

The crucial roles of managers and employees

If you’re a manager, or in charge of leading a team through a transformation, it’s important to show a positive attitude towards the change. Ideally, a leader should demonstrate optimism and enthusiasm, as well as communicate information clearly to team members, and address any concerns. 

Addressing resistance

It is normal for employees to feel anxious about change or reluctant to adopt new ways of working. Effective change management should anticipate employee pushback, and focus on communicating the benefits of adopting change to all team members. 

Managers must also provide support through any necessary training and help employees gain confidence to step into new working methods.

Effective change management has clear benefits: 

• People adapt to new processes more smoothly, with fewer productivity dips.

• Morale improves when everyone feels heard and supported.

• Systems or processes quickly become part of daily routines, generating less friction.

Key elements of a successful change management process

Effective change management requires a few important ingredients. Here are some essential elements to focus on.

Clear vision and objectives

Establish why the change is happening and what eventual success will look like for the company and the team. Clear communication can help employees and managers align their efforts towards an understood end goal.

Leadership

Having a visible, supportive leader provides a trustworthy ambassador to set a positive tone. This person should fully invest in the change and rally teams while making sure they have all the necessary resources.

Comprehensive planning

Managers need a detailed plan covering important aspects of the transition, including timelines, milestones, training requirements, communication strategies, and more. A comprehensive plan will help you navigate any obstacles while maintaining progress towards your end goals.

Training and support

An essential art of a change management plan is equipping employees with the knowledge, skills, and tools they need to adopt the new changes. This could involve workshops, online courses, one-to-one training or even mentoring. This support gives team members confidence while ensuring they’re able to perform their duties competently.

Ongoing evaluation

Change isn't always smooth, even with the best change management plan. It’s essential to track key metrics and adjust as you go. Whether it’s employee adoption, customer satisfaction, or process efficiency you’re tracking, you should establish ways of gauging the success of the transformation.

The change management process: Step-by-step guide

Companies often use two popular frameworks to guide change management: Kotter's 8-Step Process, which lays out clear stages for mobilising and sustaining change, and Prosci's ADKAR Model (awareness, desire, knowledge, ability, and reinforcement), which focuses on the human side of transformation.

Referring to both approaches, the below steps in the change management process show how each model complements the other.

Step 1: Identify the need for change

Begin by pinpointing why the change is essential – perhaps it’s due to market shifts, emerging technologies or internal inefficiencies. Kotter calls this “creating a sense of urgency”. ADKAR starts with awareness of why current methods aren't sustainable. Gathering early data and feedback helps establish the change initiative's credibility.

Step 2: Assess readiness and build awareness

Once you recognise the need, you need to evaluate readiness. ADKAR's desire stage becomes critical here. People must see the value in moving away from the status quo. It's always easy to keep doing what you're doing. Kotter's framework begins by forming a guiding coalition, ensuring key stakeholders are on board with the big picture.

Step 3: Create a vision and strategy

Define a clear, compelling vision of what the company's future should look like. Kotter underscores the importance of a concise vision statement. ADKAR's knowledge phase requires a description of what needs changing and how.

Step 4: Form a guiding coalition

Form a broad team of leaders and subject matter experts who can champion the change. Kotter highlights this coalition's power to remove barriers. In ADKAR, these champions often play a key role in building ability and reinforcing new behaviours. This broad team should reflect the diversity of opinions within the company to create (and demonstrate) an open and inclusive decision-making process.

Step 5: Communicate the change vision

Kotter advises over-communicating the vision through various channels. ADKAR emphasises building on knowledge by providing employees with detailed steps and resources. You need some extra subtlety as you tailor your message to different audience segments within the business. Address each employee's pain points and communicate how this change benefits them.

Step 6: Empower employees

Great managers know different employees need support in different ways. Here, Kotter focuses on eliminating barriers – such as outdated processes or resistant mindsets – so new ideas can flourish. In ADKAR, developing ability is vital – training sessions, mentorship programs, and streamlined systems ensure employees can confidently adopt new practices.

Step 7: Get some short-term wins

Celebrating quick successes builds momentum and shows the transformation is on track, which is great for morale and maintaining buy-in. Kotter's short-term wins step aligns closely with ADKAR's desire and reinforcement, building on positive outcomes and boosting motivation. Publicly recognise individuals or teams embracing the change, showing everyone that progress is possible and rewarding.

Step 8: Stay on track

With some early victories in hand, use that success to tackle additional improvements or bigger challenges. Kotter warns not to “declare victory” too soon. Instead, use the momentum to deepen or expand the transformation.

Step 9: Anchor new approaches in the culture

Ensure the change becomes part of “how we do things here”. Kotter calls this institutionalising new behaviours. ADKAR's reinforcement means consistently rewarding and monitoring progress so people don't slip back into old routines.

You can embed the change in workplace policies, job descriptions, and performance metrics. Blending Kotter's 8-step process with the ADKAR model will help you cover the people-focused and strategic aspects of change.

Change management tools and techniques

Here's a table that shows different tools and techniques relating to change management and their applications at a glance.

It's also important to recognise the growing role artificial intelligence (AI) is playing in more efficient change management processes.

You can apply these tools and techniques meaningfully by selecting the tools best suited to your organisation's size, budget, and needs. Then, move on to combine traditional strategies with modern AI-driven insights. Monitor feedback and adjust your change plan as you go. Addressing any resistance or friction before it escalates is important.

Integrating these tools and techniques into your change management plans will help you build clear communication and develop efficient training. You'll also learn to make the most of data to drive decisions.

Overcoming common challenges in change management

It may not always be a smooth ride on the way to transformational change and bumps in the road can be expected Here's what those challenges might look like and how to deal with them.

Resistance to change

Sometimes, employees or stakeholders don't want to accept new working methods. The solution is to communicate early and often to get them on board. Explain benefits and actively listen to concerns, making accommodations to alleviate anxiety where possible. Making training simple and available is critical.

Lack of leadership support

Managers should lead by example, modelling positivity and enthusiasm about the change. They should provide support through resources, training and coaching, to ensure team members feel confident about the transformation.

Poor communication

Mixed messages, unclear timelines, and inconsistent updates will derail a change initiative. Develop a detailed communication plan that addresses the needs of each stakeholder group to guard against this. Offer opportunities for Q&A sessions and feedback. Managers instigating change must communicate (and act) with openness and integrity.

Inadequate resources

Effecting change can be frustrating if you lack the budget, tools, or personnel to achieve your goals. If constraints could be problematic, change the project scope or timeline. 

Change fatigue

Change can be stressful, especially if a lot is happening at once. Large organisational transformations can overwhelm employees, resulting in change fatigue. ig changes should be structured thoughtfully and broken into smaller goals and milestones. Celebrate small wins on your path to the larger goals to maintain morale. 

Misalignment with organisational culture

Sometimes, a proposed change can clash with ingrained core values or practices. Employees can feel that the change doesn't align with company culture, so identifying cultural mismatches early is critical. Adjust the approach or invest more time in engagement and education to align the new changes with core company values.

Case studies: Successful change management in action

Here is a look at two high-profile cases of change management, to show what it looks like in real-world business situations.

Netflix’s shift from DVD rentals to online streaming

Netflix began as a DVD-by-mail service in the late 1990s. By the mid-2000s, however, the rise of online videos was already threatening this service's premise. Netflix faced an existential threat.

In response, it transitioned from a physical distribution model to a digital platform. This required new tech investments, content licensing deals, and a significant cultural shift among employees. Its subscribers were also sceptical about the new direction. Streaming quality and device compatibility were concerns.

Here's what Netflix did:

• Netflix's leadership publicly committed to becoming a streaming-first business.

• The company introduced streaming gradually.

• It trained existing staff or recruited people with streaming and software development expertise.

• It adapted continuously, working out the best user interface designs, pricing structures, etc. This iteration continues today.

Netflix is now the leading global streaming platform with millions of subscribers worldwide. The hallmarks of an effective change management process here are: decisive, leadership-led action, an investment in the required infrastructure, testing and iteration, and an understanding that employees would need time to upskill.

LEGO’s return to basic building blocks

In the early 2000s, LEGO came close to bankruptcy. It was a victim of a shift in the toy market as children moved towards electronic games. LEGO had over-diversified, with investments in theme parks, clothing lines, and other areas proving costly.

The key challenges LEGO faced were rebuilding financial stability and rediscovering the brand's core value: creative, modular play.

Here's what LEGO did:

• It sold its non-core ventures. This wasn't just about cost-cutting poor investments; the move recognised the need to simplify the core offering.

• It decided to concentrate on its signature building blocks, partnering with popular brands for co-branded LEGO sets (Star Wars, Harry Potter, etc.).

• LEGO communicated its new vision to its teams, building a company culture around this essence of play. LEGO encouraged teams to innovate around new themes that fit into this essence. This gave teams a sense of ownership in the turnaround.

• Leadership introduced internal workshops on brand values and creative thinking, reminding employees why LEGO's heritage mattered.

• LEGO allowed teams to test ideas quickly, learn from mistakes, and iterate, reducing fear around experimentation.

• LEGO Ideas, an online platform, lets fans submit and vote on new set designs, building a community-driven culture.

LEGO's transformation underscores how effective change management isn't just about fixing products or processes, but rather about reshaping the internal culture so employees understand and contribute to the company's evolving direction.

Effective change management is vital to business success. It helps companies meet the demands and opportunities of industry changes – like new technology or shifting customer expectations – to stay competitive. An effective change management process helps smooth the adaptation process.

When done right, change management does more than lead teams through transformations,  it puts an organisation and everyone in it in the best position to thrive.

FAQS

What are the five steps of change management?

The five steps of change management often refer to the ADKAR model – awareness, desire, knowledge, ability, and reinforcement.

How do change management and project management differ?

While project management focuses on logistics – timelines, tasks, and budgets – change management concentrates on the broader picture and the “people” side of things. It ensures all stakeholders embrace and support new ways of working.

How can you prepare for change?

Start by understanding why it's happening and what the end goal looks like. Ask questions, seek out training, and keep an open mind. Talk to managers or peers who've undergone similar transitions to gather insights and tips.

How can you help during organisational change?

Managers should lead by example and maintain transparency with their teams. Communicate frequently and openly about change. Encourage feedback from your team, address concerns early, and make sure your people have the resources and skills to succeed.

What can I expect during the change management process?

Expect pushback from employees, and different reactions that could range from enthusiasm to anxiety. Expect change to happen slowly, as new skills and tools always take time to implement well.