What is change management?

Not all change is created equal. Some shifts are minor and gradual, while others turn everything on its head. Knowing which type you’re working with helps you prepare for what’s ahead.

Transformative change

This is the kind of change that redefines your organisation. Transformative change might involve merging with another company, adopting a new business model, or changing your entire culture.

It’s disruptive, often high-risk, and requires strong leadership and widespread buy-in. Without proper change management, you risk confusion and resistance, making for a painful transition that takes far longer than it needs to.

Adaptive change

Adaptive change is less intense, but more frequent and collectively just as important. This type of change is more about tweaks and fine-tuning than wholesale transformation. Perhaps you’re introducing new HR software, adjusting your remote working policy, or welcoming a new team member.

These changes might not feel earth-shattering, but they can make a big difference long term, and they still require careful handling.

Have you ever tried rolling out a new system or process, only to find that no one uses it? Or maybe you’ve seen a company launch a huge transformation initiative, just for it to quietly fizzle out six months later. That’s poor change management.

Ineffective change means missed opportunities and wasted time and money. It also leads to frustrated and bewildered employees who are likely to drag their feet. And when people disengage or abandon ship, productivity and innovation plummet.

Worse still, a lack of proper change management can harm your organisation’s reputation. Customers and other stakeholders may quickly lose confidence at the sight of a half-baked, chaotic transition. What’s more, a string of failed initiatives could put top applicants off wanting to work for you, thwarting your ability to attract talent.

Change isn’t something you can simply have a go at and call off if it doesn’t work; poorly planned and executed change management sends shockwaves throughout your whole organisation.

Done well, change management doesn’t just make transitions easier; it drives real business success. Here’s what you stand to gain:

Smoother transitions: People know what’s coming, understand how to support the process, and are even excited by the changes. This means transitions are efficient rather than dragging on for months or years.

Higher employee engagement: When employees are involved and supported, they’re far more likely to embrace change rather than resist it. This can have a positive knock-on effect on morale and motivation throughout the business.

Better business outcomes: Whether it’s cost savings, better customer experience, or higher productivity, well-managed change delivers on its objectives.

Stronger company culture: Organisations that manage change well develop a culture of adaptability and resilience, making future changes easier. This also does wonders for your wider reputation.

Not all changes succeed, and when they fail, it’s often for predictable reasons. Here’s why change management efforts sometimes don’t go to plan, and how you can avoid these pitfalls in your organisation.

Not enough internal buy-in

One of the quickest ways to derail change is failing to gain enough support from stakeholders. From senior leaders delaying decisions to employees sabotaging parts of the process, if the people responsible for change don’t believe in it, it’ll struggle to gain traction.

Instead, a patchy roll out will eventually give way to old ways of doing things, meaning you’ve wasted valuable resources achieving nothing but disengagement.

To gain buy-in, leaders must be visibly committed to change. It’s not enough to send out an email announcing the new direction; instead, senior managers need to actively champion it. They also need to involve employees early on, providing clear explanations of what’s in it for them and responding to concerns openly.

Poor communication

Change is unsettling. If people don’t understand what’s going on, why it’s happening, or what’s expected of them, uncertainty soon turns into frustration that affects other areas of your business.

At the same time, poor communication leaves room for misinformation that does further damage. So hammer home key messages through regular communications that come directly from leaders. And make sure there are opportunities for two-way communication so that employees can have their questions answered as well.

Lack of measurement

If you’re not measuring the success of your change initiative, how do you know whether it’s working? Many organisations launch ambitious changes without first defining what success looks like, leaving them with no recourse when things go awry.

Clear key performance indicators help you track progress and tackle issues before they become serious problems. They also make leaders more accountable for the results of change initiatives.

Just as importantly, measuring success allows you to celebrate milestones, reinforcing the positive impact of change and keeping momentum high.

Not supporting the people involved

Change isn’t just about new systems and processes; it’s about people. Engage people properly, and they’re likely to follow you into a new future. Leave them behind, and they may reject even the most conservative plans.

Support can take many forms, from practical resources like training and guides to emotional support. Managers play a vital role in helping their teams adjust by being approachable and proactively addressing challenges.

Inadequate training

Throwing people into a new way of working without proper training is setting them (and your whole initiative) up to fail. Employees need to feel confident using new tools and processes before they can fully embrace them.

Training must be ongoing, not just a one-off event, and it should also be part of onboarding new team members. Whether it’s hands-on workshops, online modules, or mentoring programmes, giving people the time and resources to learn will make them both a more positive and productive part of the change.

Losing momentum

Even well-planned changes can stall if they’re not reinforced over time. Initial enthusiasm fades, priorities shift, and before you know it, people are slipping back into old habits.

Leaders need to keep the change at the forefront of everyone’s minds through regular check-ins and progress updates. You can help keep people engaged by recognising employees’ efforts, and don’t forget to embed new behaviours into company culture to ensure the change sticks in the long term.

Now that we’ve covered why change management can fail, let’s look at how to make it work. A strong strategy smooths the transition and maximises the benefits of change.

1. Create a clear vision and a solid plan

People need to know where they’re going before they can get on board. A well-defined vision provides direction and purpose, making it easier for employees to understand why the change is necessary in the first place.

Your vision should be specific, compelling, and aligned with the organisation’s goals. Instead of vague statements like “We want to improve efficiency,” aim for something more concrete like: “The new system will reduce admin time by 30%, freeing up the team for more strategic work.”

But as the saying goes, a goal without a plan is just a wish. Devise a detailed step-by-step plan that’s backed up by relevant experts from around (and perhaps outside of) the business. Don’t forget to define roles and responsibilities and make contingency plans in case something doesn’t go as expected.

2. Engage employees early

Change is far more successful when employees feel involved rather than having it imposed on them. The earlier you engage people, the more likely they are to buy in to the initiative.

This means involving employees in planning, seeking their feedback, and addressing problems promptly. Those who feel heard and valued will be more willing to support the transition.

3. Communicate clearly

Good communication isn’t just about frequency; it’s also about being clear and consistent. To feel confident about change, employees need to hear the same messages from different levels of leadership.

They must also have opportunities to ask questions and voice concerns; it’s better to counter challenges from disgruntled employees head on rather than letting them fester and spread throughout the workforce.

The best change strategies include multiple communication channels, from face-to-face meetings to written updates, to ensure everyone is in the know. Keep morale high by including inspiring wins as well as technical information about the change.

4. Provide continuous support

Support shouldn’t stop once changes are underway. Stay on hand to make sure employees have the guidance and motivation they need to succeed in their new environment.

As well as providing regular training and highly visible leaders, you could designate a change champion in each department to keep everyone on track. The more accessible help is, the less reason people will have to put up a fight.

5. Track and adapt

Flexibility is essential. No change initiative goes exactly as planned, so be willing to adjust your approach based on real-world feedback.

Regularly review progress by gathering employee input as well as quantitative results, and then use this data to influence your plans. If something isn’t working, don’t be afraid to scrap it and try a different tactic.

Different organisations and industries have different needs, but these tried-and-tested models can provide a valuable framework for managing change. Here are three of the most widely used models.

Kotter’s 8-step process

John Kotter’s model is one of the most popular approaches to change management. Steps include:

1. Create a sense of urgency that helps everyone accept the need for change

2. Build a guiding coalition made up of people who will lead the change

3. Develop a clear strategic vision that gives stakeholders a sense of shared direction

4. Communicate the vision to keep everyone on the same page

5. Empower employees to act by providing support and removing barriers

6. Generate short-term wins to keep morale high

7. Keep the momentum going by using wins to drive further change

8. Maintain changes in the long term by making them part of your organisational culture

This model works well for large-scale transformations that rely on strong leadership and employee engagement.

Lewin’s change management model

Kurt Lewin’s model is a refreshingly simple yet effective three-stage process:

Unfreeze: Prepare the organisation for change by challenging the status quo and showing why change is necessary.

Change: Implement new processes, systems, and behaviours.

Refreeze: Sustain the change to make it a permanent part of the organisation.

This model makes for a great entry point to change management, giving you a clear structure without a bewildering number of steps to follow.

The ADKAR model

Developed by Jeff Hiatt, the ADKAR model recognises that people power organisational change. According to Hiatt, successful change requires the following from team members:

Awareness: Understanding the need for change.

Desire: A personal willingness to support change.

Knowledge: Adequate information about the new ways of working.

Ability: The skills to implement change.

Reinforcement: Continual reminders and rewards that embed changes into daily operations.

This model is ideal for changes that rely heavily on employee buy-in and behavioural shifts.

Long-lasting change takes time, but with the right approach, you can reap the rewards for years to come. Having effective tools at your disposal makes all the difference, and MHR’s HR software helps you manage change smoothly by empowering your people and streamlining your processes.