Change management: why people make the difference (and spreadsheets don't)
Transformation seems so simple. Adjusting systems, streamlining processes, redesigning structures - it's all manageable. But what if employees cling to the old way of working? Or if they simply don't do what the plan dictates? It's normal human behavior, and it tells you: a good plan on paper doesn't automatically mean a supported change in practice. You need solid change management for that.
What change management is not
An extra presentation to explain the transformation. A training course on day 1. Many organizations confuse change management with 'communicating that something is changing'. Or with 'sending someone to give training'. But that's all one-way traffic. You don't change behavior with an e-mail or a workshop. Change requires: actively involving people, taking insecurity seriously and working towards new habits step by step.
What change management really is
You change behavior with structure and attention. Good change management starts with one question: what should people do differently to make this initiative successful? Because change only succeeds when people participate.
Important questions to answer are:
- Do people know why it is needed?
- Do people feel involved and heard?
- Do people have the time, space and skills to learn the new behavior?
- Are the desired behaviors recognized, valued and embedded?
Three pitfalls that sabotage your change
1. Communication after the fact
“First we build the tool, then we'll communicate it.” Change is often approached technically first. By the time the impact on employees becomes clear, the most important decisions have already been made. As a result, support is lacking and the story behind the transformation feels like an obligatory item.
2. Too little attention to adoption
A system is not 'finished' when it works. It is only successful when it is used. Your transformation has no value if people do not embrace the new system. Without adoption, there is effectively no result and no return on investment.
3. Work only top-down
People want influence, autonomy and meaning. Imposed change evokes resistance. Change designed in collaboration with employees creates ownership.
How do you know if your new processes or systems are really working?
Many organizations measure the success of an implementation by technical criteria: the system is running, the processes have been adapted, the project schedule has been met. But that says nothing about daily practice. A change is only successful when people act upon it.
And that is exactly why we measure adoption at Vasco Consult. For example, through a dashboard that provides insight into the following issues:
- Who uses the new system - and who does not yet?
- Which teams are following the new process - and where is it faltering?
- Where do you see regression or abnormal behavior?
We don't draw conclusions based on feelings or assumptions, but on live data about behavior. And more importantly: we use these insights to make adjustments. For example: extra coaching, targeted communication or additional training. Exactly where it is needed.
Successful change starts with people
Organizations are not machines but living networks of people. And people do not change through plans, but with attention, commitment and structure.
Do you want to bring about change that really works? Then don't start with the technology. Start with the behavior needed to realize your ambition. Because successful change starts with the people behind the system.
