Turbulent times require more support for your federal agency workforce.

In today’s political climate, it might feel like positive change within the federal government is an up-hill battle. Whether it’s planned or not, welcome or not, any big change means that people and teams have to work differently. And they need help to do it.

Change management is a way to optimize any change. It’s a way to get your organization from the current state to a future state, smoothly and successfully.

Here are some of the challenges agency workforces are facing and why they might need help with change:

• Rapid Policy Changes. The Trump administration has implemented many executive orders and policy shifts that affect both government agencies and private industry. Regulatory freezes, hiring freezes, and shifts in priorities mean different ways of working for leaders and staff. Organizations have to quickly adapt to these changes as they continue to work toward their missions.
• Organizational Restructuring. With the administration’s focus on reducing the federal workforce and eliminating certain positions (like Chief Diversity Officers), many organizations will implement significant restructuring. Leaders and employees will have new workloads and different procedures to follow.
• Process Redesigns. The emphasis on deregulation and “unleashing prosperity” means many agencies might need to redesign their processes to align with new regulatory landscapes. To do it right, agencies need insights, methods, and lessons learned from across sectors.
• IT System Rollouts. As organizations adapt to new policies and regulations, they may need to implement new IT systems or modify existing ones. Technical modernization is a priority for this administration. Supporting the people side of digital transformation is key to adoption and performance.
• Supply Chain Transformations. The administration’s focus on infrastructure investment and potential changes to international trade policies might require supply chain transformations. These kinds of transformations have ripple effects that touch many teams and employees’ day-to-day work. They need help transitioning to the new way of working.
• Navigating Uncertainty. Frequent policy changes and potential legal challenges to some administration actions create an environment of uncertainty. Uncertainty is disruptive to any workforce. Clear messaging and alignment from leaders can help stabilize teams and maintain performance.
• Balancing Compliance and Innovation. Organizations must balance compliance with new directives while pursuing innovation and growth. It’s essential to prioritize employee behaviors and activities so everyone is aligned and meeting those goals.
• Managing Cultural Shifts. Some of the administration’s policies, particularly those related to DEI, might go against the culture of an organization. Leaders must clarify values and norms to affirm culture, and engage employees in the conversation, while remaining in compliance.
• Leveraging Cross-Industry Insights. Some policy changes might blur the lines between public and private sectors. It’s a great time to adopt valuable cross-sector insights and best practices.

Each of these challenges highlights the need for change management in some form.

It’s important to consider the impacts on the entire “performance system” at the organizational, cultural, and individual levels.

Even in a historically dynamic federal government, we can achieve positive change.

It’s everything that prepares employees to adapt and thrive.

Picture this: you’re about to build your dream house. How do you make sure it turns out just right? Presumably you start with the structure, not plumbing or paint colors.

Faced with a big organizational change, many project teams jump to communication as the cure-all.

They think that if they just tell employees the what, when, why, and how, that will be enough to smooth the transition and make the project a success.

Just as building a house has many parts, change management includes all the elements you need to help people adopt and sustain a change. Communication is one of those elements, but it’s not the only one. Effective communication alone won’t ensure the success of your initiative, just as a coat of paint alone won’t create your dream home—you need the walls in place first!

Let’s walk through the steps of constructing your project’s success.

The Change Management Plan is your blueprint

The blueprint is the start of your perfect house. This is your detailed roadmap, ensuring that each part of your house is designed to fit together perfectly. A solid change management plan aligns your efforts, identifies risks, and keeps everything on track. No one wants a last-minute disaster during construction, and the same goes for change management.

If you’ve ever tried building something without a plan, you know the result can be chaos. Change management is no different. So, before you start building, make sure you have a solid blueprint.

Leadership commitment and alignment form your foundation

Every house needs a solid foundation to stand on. Enter strong and committed leadership. Leaders should be the bedrock that supports everything else—guiding teams, lifting morale, and ensuring everyone is aligned with the organization’s vision and strategy. Without this strong foundation, your change initiative might collapse.

Example:

The leadership team of a large retail company played a crucial role in the successful implementation of a new enterprise resource planning (ERP) system. The CEO and senior executives were actively involved in the change process, regularly communicating the vision and benefits of the new system to employees. Their commitment and alignment ensured that the project stayed on track and that employees were motivated to embrace the change.

Impact Assessment is your plumbing and electrical

Before you help people through a change, you need to understand them. You must discover each stakeholder group’s predisposition and experience of the change. Who are they? What is their attitude toward change? What will impact them? How do they feel about those impacts? What are their fears and hopes? What do they need to get through to the other side? This phase is like laying down the plumbing and wiring—it’s hidden, but critical for the house to function smoothly. This is the way to make sure everything flows just right.

Example:

In a healthcare organization, a change management team conducted extensive interviews and surveys with impacted employees to understand their concerns about a new electronic health record (EHR) system. By addressing these concerns and involving employees in the design and implementation process, the organization was able to reduce resistance and ensure a smoother transition to the new system.

Training is your interior design

This is where the magic happens. Training is like designing the interior of your home. Equip your people with the tools they need to thrive in the new world you’re building. Don’t just use standard built-ins, appliances, and furniture and hope for the best; make sure everything is thoughtfully designed and aligned with their needs, so they can really use the house to its potential. A great training program is like a custom interior—well thought-out, practical, and essential for making the space a home.

Example:

A small nonprofit implemented a comprehensive training program to support the rollout of a new customer relationship management (CRM) system. The training included hands-on workshops, online tutorials, and one-on-one coaching sessions—all customized to address the specific needs of each stakeholder group. This ensured employees felt confident using the new system, leading to increased productivity, happier employees, and improved customer service.

Communication is your paint

Now, here’s the fun part: communication. Yes, it’s crucial, but it’s only effective once the rest of your house is in place. Communication is the paint that ties everything together, giving your project personality and vibrance. Be clear, consistent, and—here’s the twist—personalize it. Each stakeholder is like a different room, so make sure your methods and messages reflect their unique needs.

And remember, one communication is not enough to tell the full story. Just like each room will only look complete without multiple coats of paint, multiple communications will be your stakeholders’ visual and emotional reminder that things are happening. Keep them informed with updates, timelines, milestones, and the wins along the way. After all, a well-painted house makes each room feel right.

Example:

A nonprofit was adopting a new payroll system. The impact assessment revealed that the motivation to adopt the change varied by stakeholder group. Managers liked the new payroll system’s ability to track their team’s availability, making scheduling a breeze. Executives were excited to track how each team member was spending their workday, making it easier to recognize overlaps and redistribute work, thereby saving money. Employees were motivated by the new system’s ability to track their time more easily, saving them time and frustration.

Communication was tailored to each stakeholder group, highlighting their biggest motivation to adopt the change. This approach built excitement amongst the staff because they were regularly reminded of what was in it for them, specifically. The result? The staff was ready and eager to dive in when the new system was launched.

Feedback and adaptation are your landscaping

No house is complete without a bit of landscaping, right? Feedback is your landscaping—bright, surprising, and essential for keeping things fresh. Regular check-ins and remediations will ensure that your change initiative stays on track and continues to meet the needs of your stakeholders.

Example:

During the implementation of a new project management tool at a tech company, the change management team established regular feedback loops with employees. They conducted weekly surveys and held focus group sessions to gather input and make necessary adjustments. This iterative approach helped address and prioritize issues promptly and ensured that the tool met the needs of all users.

Sustainability plans are the maintenance

What happens after your house is built? Well, just like any great home, change initiatives require upkeep. What’s the plan for new team members who join down the road? What about the inevitable system or process updates?

Plan routine maintenance. Make sure there are people standing by to make and implement changes to the training and communications you’ve built. Make sure your training and resources are adaptable, and your success metrics are focused on the long-term health of the organization. Keep checking in, adjusting as needed, and stay engaged long after the dust settles.

The goal isn’t just to build a house—it’s to create a home that thrives for years to come.

Change management is much more than communication. It’s the thoughtful blend of planning, leadership, assessment, communication, feedback, training, and sustainability. Just like building a house, it requires patience, coordination, and a clear sense of purpose. If you focus on all these elements, you’ll end up with a change management strategy that achieves lasting results.

Lessons from The Lord of the Rings.

Leadership often finds us when we least expect it. It isn’t always about seeking power or standing in the spotlight. Sometimes, the most effective leaders are the ones who step forward reluctantly but rise to the challenge with courage and determination.

One of the most iconic examples of such leadership comes from J.R.R. Tolkien’s The Lord of the Rings, and his character, Frodo Baggins.

In my role as a Change Management Manager, I’ve seen individuals who remind me of Frodo. They step into leadership not because they crave it, but because they are trusted to carry the weight of change.

Frodo’s Leadership Lessons

1. Value courage over confidence.
   Frodo’s leadership begins with uncertainty. Frodo isn’t the strongest member of the Fellowship; his strength is his willingness to take the first step, even though the path is unclear. Leadership requires the bravery to move forward, even when the outcome is uncertain.
2. Surround yourself with allies.
   Frodo’s strength comes from the Fellowship, especially Sam, who supports him when the burden becomes too heavy. The quest would have failed if not for everyone playing their roles, according to their strengths. Great leaders build strong, diverse teams. 
3. Humility is a strength.
   Frodo’s humility keeps him focused on the mission, not personal glory. In fact, other characters disqualify themselves from leadership based on their desire for power. Effective leadership is about service and authenticity. 
4. Leaders serve the greater good.
   Frodo’s journey is isolating and grueling, but his commitment to the greater purpose keeps him going. Leadership often involves sacrifice and perseverance.

Connecting Fiction to Reality

Frodo’s journey mirrors real-world leadership, especially in change management. Driving through uncertainty, rallying teams, staying humble, and focusing on the goal despite hardship are critical to driving progress. Reluctant leaders often excel because they lead with authenticity, care, and purpose.

What is your One Ring, and how will you carry it? By embracing leadership with courage and humility, you’ll inspire others to follow.

It’s not a day, it’s a process.

Can you and your company afford to recruit and hire for the same position(s) over and over again?

Most of you will answer, “No.” Why? Because turnover is disruptive and expensive. I won’t try to do the math for you, but I am sure your company keeps metrics on the cost of turnover.

We would all like to perform our due diligence and bring in the best possible candidate. We want to feel like we made the right decision. Not only that, but we also want to make them feel like they made the right decision.

So, what can you do to reduce turnover in your organization?

There may be a number of things…but one thing is to properly onboard your new hires.

Here are a few things to keep in mind as you onboard your new employees.

Day One

• Welcome your new employee to the organization. Meet them at the door and help them get their security credentials. Walk them to their work area. Be sure to introduce them to people along the way. Give them the lay of the land. Where are the toilets? Where is the break room? Where are the conference rooms? Vending machines? What are the other areas of work on your floor? Where do their teammates sit? What’s on the other floors? Are there other buildings? If so, what does the new hire need to know about them and the teams who work there?
• After the tour, give them a chance to settle in their workspace. Provide them with reading material to get them up to speed. Point them to their training and let them know when it should be completed.
• Have a plan for introducing them to their team and other colleagues throughout the day. Be sure to set up time toward the end of the day to check in and see how things are going. Answer any questions that were not answered during the day. Also, share the plan for the remainder of the week.

Week One

• Onboarding will not end on Day One. Outline the first week for your new team member. Spend time sharing your expectations with them. Make sure the new team member is aware of any regular meetings they should attend. Explain what the meetings are…why they should attend…who else will be in attendance…and where the meetings are conducted. Also, be sure to organize a team lunch during the first week. This will help the new team member get to know some of their colleagues a little better.
• Also, during week one, be sure to provide the new team member with any job aids with tips and tricks to help them with their work. Include a list of resources they can use to get questions answered. Finally, meet at the end of the week to answer questions and discuss any concerns. Begin reviewing deliverables, as necessary, and provide solid feedback.

Month One

• Toward the end of the first month, schedule time to check in. “How is everything going? How are you settling in? Is this what you expected? Is there anything you did not expect? Is there anything we can do to help you? How has it been collaborating with your new team? Have you completed all the necessary training?”
• Conduct their first performance review. Also, begin to get to know your new team member on a more personal level. What are their interests? Do they have family? How long have they been in the area? If possible, begin introducing them to colleagues who have similarities.

Year One and Beyond

• Continue to meet with the new team member to answer questions, listen to their concerns and provide coaching. This can be done in regularly scheduled one-on-one meetings. Perhaps your company has annual employee appraisals. Spend time preparing the new team member for that process. This should be a buildup of all the monthly performance reviews you have been conducting.
• Be available at the end of each year to act as a career counselor for your new resource. Spend time helping them navigate the next steps towards new roles and opportunities or promotions.

In today’s world, many people work remotely. So, if you have New Hires Working Remotely, keep in mind that most of these same things apply to remote resources. While you cannot take them to lunch, many of the other activities described here are still applicable.

Following this process might require a shift in mindset.

Onboarding is often viewed as a “one and done” task. It is typically not considered an on-going activity that may spread over a year or more.

One last thing: I highly recommend that everyone turns on their camera during meetings. Also, whenever possible, have a face-to-face meeting in the office. Even if it is just once per quarter or even once every six months, having team members in the same room is priceless. Face-to-face contact will help your new team members – and the old ones, for that matter – feel more connected and collaborative.

For more thoughts on onboarding, check out Don’t Blow Your Onboarding – Emerson Human Capital

Focusing on execution excellence can make all the difference for your organization.

Take a look at this matrix. Where would you place your organization?

Clearly, this grid says successful organizations need both brilliant ideas and excellent execution. But what if you land in another quadrant?

For today, let’s focus on the EXECUTION axis. Some organizations are fantastic at defining why they exist and what they want to achieve. Mission statements are clear, goals are ambitious, and the vision is inspiring. They’re high on IDEAS. Yet, when it comes to executing these grand plans, they falter. They’re low on EXECUTION, so they land in the “frustrated” quadrant.

The missing piece? A focus on how to get things done.

Keys To Mastering the ‘How’

• Turn strategy into action. Every organization sets out with clear objectives, whether it’s increasing market share, driving innovation, or improving customer satisfaction. But these objectives can only become reality if there’s a solid plan in place. Focusing on the how means you’re not just setting lofty goals, but you’re also laying out the step-by-step process to achieve them. It’s not enough to know where you want to go—you need a map to get there.
• Improve consistency. Many companies achieve success on a small scale but struggle when trying to expand. Why? Because they haven’t standardized processes. When you focus on how things are done, you have a standard approach that works across the board—in different departments, locations, or even countries. This consistency helps you scale without sacrificing quality.
• Become more agile and adaptable. The only constant in life is change. Companies that focus on how they operate are better positioned to adapt quickly to new challenges. When you know the steps that lead to success, it’s easier to tweak them as the landscape shifts. A strong focus on the how makes your business more agile, allowing you to respond to market changes and stay ahead of the competition.
• Establish a culture of accountability. A clear focus on the how fosters accountability. When every team member understands the processes behind the outcomes, there’s a shared responsibility for both successes and setbacks. The ‘how’ creates a sense of ownership, as everyone knows their role in executing the plan and contributing to the company’s success.

• Build trust with clients and stakeholders. Clients and stakeholders don’t just want to hear about the big promises your company is making—they want to know how you’re going to deliver. When you can clearly explain your processes and show them that you’ve got a reliable system in place, it builds confidence. Focusing on the how shows that you’re not just talking the talk—you’re walking the walk.

When companies focus on the how, they unlock benefits that drive long-term success:

• Increased Efficiency: Well-defined processes reduce redundancy, creates efficiencies, and eliminate bottlenecks. This not only saves time and resources but also ensures projects stay on track and on budget.
• Consistent Quality: A well-defined how ensures that every project, product, or service is delivered with the same level of excellence. This builds trust with your customers and strengthens your brand.
• Improved Employee Engagement: When people understand how their work contributes to the bigger picture, they’re more motivated and engaged. They feel connected to the company’s goals and take pride in their role in achieving them.
• Data-Driven Decision Making: When you focus on how things are done, you’re more likely to collect data on your processes. This data gives you valuable insights into what’s working and what’s not, allowing you to make smarter decisions moving forward.

How To Master the ‘How’

To successfully shift your company’s focus to the how, consider these practical steps:

1. Examine your current operation. What are your key processes? How are they documented and communicated? Are there gaps in execution? Analyze your team structure and capacity. Build an accountability (RACI) chart to drive ownership and progress. Understanding where you are now is the first step to making improvements.
2. Prioritize. If you’re light on execution, it’s best to focus energy on the most impactful processes. Determine the business value of key processes and rank them; consider a grid showing ease of execution vs. impact, to identify both the highest value processes and the “low-hanging fruit.”
3. Use technology. Technology tools can automate repetitive tasks, track progress, and manage workflows. Find the right tech to support your processes and make work more efficient.
4. Create clear roadmaps. Create a roadmap for each high-priority process, showing how it will be done going forward. Make sure each step is clear and assign roles (on your accountability chart). Then share, so everyone knows their responsibilities.
5. Invest in your people. If you’re launching a new focus on process and accountability, that’s a change for employees. They need communications and engagement activities so they understand roadmaps and adopt the new direction. And, of course, they need the skills and knowledge to execute the how Regular engagement learning are essential to execution excellence.
6. Build in feedback loops. Regularly collect feedback from employees, clients, and stakeholders to learn how processes are working. This feedback is crucial for continuous improvement.

It’s easy to get caught up in the big picture—the what and the why of your business.

But without a clear focus on how you’re going to achieve those goals, even the best plans can fall short.

When you master the how, you’re setting your business up for long-term success.

Why is a project over budget and years-delayed still going?

Imagine it’s movie night. You drive to the movie theater, choose a movie, pay for your ticket and buy popcorn and soda. The movie starts but, forty minutes in, you’re pretty sure you don’t like it. What do you do? Most likely, you’ll continue watching.

Humans will continue with something we have already invested in — whether that investment is time, effort, or money — even faced with evidence that it is no longer the best option. It’s called the “sunk cost fallacy;” people stick with a course of action because they have invested in it, even when it’s clear that abandonment yields more benefit.

As the pace of decision-making increases, due to industry and economic shifts, sunk costs plague the corporate world.

Why is the sunk cost fallacy so damaging?

Do you remember this major business blunder?

Blockbuster considered buying Netflix but decided to double down on investing in physical rental stores when digital streaming started.

Blockbuster highlights how commitment to bad decisions can escalate to a failure of fundamental strategic goals. Ultimately, their loss of money, time, and effort were not survivable.

Even when failed initiatives don’t scuttle the company, they can do a lot of damage: weakened market position, opportunity costs, resistance to change,  turnover, and demotivated employees.

How do we get stuck in these projects?

The core problem is that, for whatever reason, organizations fail to acknowledge that whatever time, effort, or money has spent to date is unrecoverable — hoping that additional resources poured into the project might yield the desired financial results. But how does that happen?

Bad planning underpins many failed projects. How can you meet ROI if you don’t know the “I”? Once optimistic budgets are blown or unrealistic milestones are passed, the project is adrift. Often, project leaders just nudge budgets and schedules, hoping to minimize the magnitude of the failure, rather than starting over with a fresh eyes and lessons learned.

Bad planning underpins many failed projects.

Personal involvement of leaders in projects is a double-edged sword. We need leaders to wholeheartedly sponsor important initiatives if they are to succeed. However, this personal connection makes it hard to admit that a pet project is headed for failure, and even harder to pull the plug on it.

Company culture often sets the stage for sunk cost mistakes. Some organizations punish failure by withholding bonuses, delaying promotions, or firing employees attached to failed projects. Also, managers are not trained in how to handle failure. They might become stuck on a project that is not fulfilling rather than raising concerns or stopping the project.

Company culture often sets the stage for sunk cost mistakes.

On the other hand, even if a project succeeds, employees might only receive a pat on the back or public acknowledgment. This creates an expectation that everything should turn out as planned, regardless of reality.

What organizational strengths protect against sunk cost fallacy?

1. Promote a growth mindset where learning from failures is valued and celebrated. Have open discussions on what went wrong and how to improve. Lead by example by acknowledging the “win” of not escalating commitments.
2. Teach employees and management to fail fast and fail smart. This means a hypothesis and realistic action plan implemented, executed, and measured with built-in decision points based on agreed-upon metrics that allow the project to continue or change course. Make sure that project successes and failures are not confused with a individual’s successes or failures.
3. Push decision-making to the doers. They’re the ones closest to the effort, resources needed, and realistic timelines. If a higher-up champions the project (so there is an emotional attachment to its completion), build in “reality checks” constructed by team members on the ground.
4. Follow the data. At go/no-go checkpoints, compare data-informed scenarios: continuing the project, stopping the project, and an alternative. Designate people to bring dissenting opinions and identify potential flaws and pitfalls. Make the decision based on pre-determined factors, like costs, benefits, and alignment with strategy.

Here’s how it should work.

Our client needed a new company portal. After determining guiding principles, MVP, and functional needs, they chose a vendor. But, well into the project, they conducted a review; they realized the selected vendor could not deliver the functionality they needed, and the partnership was fragile.

Rather than continuing with a subpar product, our client decided to cut their losses. It wasn’t an easy decision; a lot of time, money, and effort had already gone into the initiative. But they revisited their guiding principles and decided they could not be tied to a vendor that couldn’t meet their needs. Further, they realized that relying on a single vendor may not be the best approach.

We celebrate the courage and wisdom it took to make that decision. Hopefully, more organizations can align their strategy, culture, and practices to save themselves from hopeless initiatives.

Empower Your Digital Transformation Using Our Change Management Methodology.

Organizations are under constant pressure to innovate, adapt, and streamline processes. Microsoft Power Platform has emerged as a key player, offering a suite of low-code/no-code tools like Power Apps, Power Automate, Power BI, and Power Virtual Agents that help businesses develop solutions, automate workflows, and gain actionable insights.

But, as always, the key to getting the benefits of any new tool is adoption. Adoption means solid change management.

Why do you need change management?

Change management is the structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. For digital transformation projects, it focuses on the human side of change, ensuring that users understand, embrace, and sustain new tools, processes, and technologies. Without proper change management, even the most powerful technology can face resistance or underutilization.

Implementing the Power Platform isn’t just about providing access to powerful tools; it’s about ensuring the workforce is prepared to use them.

What are the essentials of change management for Power Platform?

1. Stakeholder Engagement

Successful change starts with involving the right people early. For Power Platform projects, stakeholders include IT, business leaders, citizen developers, and end users. These groups must understand the vision and benefits of using the platform. By gaining their buy-in and addressing any concerns, you create advocates for the change.

2. Training and Support

Power Platform is designed to empower citizen developers. It has a user-friendly interface, but training is essential. Role-specific training ensures users feel confident in building apps, automating workflows, and generating reports. A structured support system, like a Center of Excellence (CoE), can provide ongoing guidance, best practices, and a community for peer learning.

3. Communication Strategy

When rolling out the Power Platform, you have to articulate the “why,” “what,” and “how.” Why is the organization adopting these tools? What’s in it for the users? How will employees’ work lives be different? Regular updates, success stories, and highlighting early wins can create momentum and foster excitement.

4. Governance and Security

Providing clear guidelines on app development, data security, and user permissions helps prevent shadow IT and ensures the platform is used in a controlled and compliant manner. Set up a governance framework to reduce risks and build trust in the new tools.

5. Phased Rollout and Feedback Loops

A phased rollout of Power Platform allows for better control and adjustment. Start small, with pilot groups or early adopters, and gather feedback. Use their insights to refine training materials, improve communication, and address challenges. This incremental approach makes the broader adoption smoother and more successful.

Why use the Power Platform Hub for change management?

For organizations with a Power Platform Center of Excellence (CoE), a centralized hub can be a game-changer. The **Power Platform Hub**, for instance, serves as a one-stop destination for learning, collaboration, and governance. It lets users connect with fellow citizen developers, access resources, and engage with community champions who can give them hands-on guidance.

By fostering community and continuous learning, the hub supports the long-term impact and sustainability of the Power Platform; it becomes part of the organization’s culture, rather than a one-time event.

How do you know you’ve done it right?

Finally, it’s essential to measure the impact of Power Platform adoption. Change management isn’t just about getting employees to use new tools; it’s about driving tangible business outcomes.

Metrics like app usage, automation adoption rates, time saved, and user satisfaction provide valuable insights into the success of the rollout. Continuously monitor these metrics so you can make adjustments and sustain the benefits you’ve gained.

Conclusion

The Power Platform offers tremendous potential. It can transform how organizations operate by empowering employees to build solutions that address their unique business needs. But technology alone can’t get the results you want—effective change management is critical to ensuring that users adopt and optimize the Power Platform. By engaging stakeholders, providing training, establishing governance, and supporting sustainability, organizations can harness the full power of tools like these and future-proof their business. And incorporating tools like the Power Platform Hub strengthens this approach, making it easier for users to learn, share, and innovate together.

As digital transformation continues to reshape industries, successful change management will be the key differentiator in building agile, adaptive, and high-performing organizations.

Follow these steps to see beyond the project and focus on lasting outcomes.

Organizations are constantly implementing new systems and processes to stay competitive. However, sometimes people are too focused on technical aspects and not the ultimate impact and long-term outcomes.

During a recent meeting, this became very clear to me. We discussed our client’s implementation of a new time-tracking system and the importance of challenging organizations to think bigger.

Take the client’s perspective.

During a part of this meeting, we focused on identifying key behaviors we wanted to see from stakeholders as part of the implementation process. My group’s focus was the client’s maintenance staff; the behaviors we wanted to see were efficiency and professionalism.

As we talked, I found myself thinking from the client’s perspective. If I were a client, why would I care about the behavior of Joe in maintenance when all I want is a new time tracking system? It’s a straightforward request, right? Just get the system up and running, and we’re good to go.

Look beyond the finish line.

We talked about the fact that implementing a new system isn’t just about the technical rollout. It’s about understanding the bigger picture and aligning the change with broader organizational goals and outcomes.

At first glance, it might seem like our client’s objective is simply to streamline timekeeping and make payroll processing more efficient. But why do they want those things? Are they looking for insight into how employees are spending their time? Is it about eliminating manual processes to reduce errors and save costs? Or is there a larger goal? There is! Keep reading.

Use the power of “why.”

We explored what the client really hopes to achieve with the new system. One way to do this is a version of root cause analysis, or the “five whys.”

Client: We want a new time-tracking system.

Us: Why do you want that?

Client: To improve efficiency.

Us: Why is that good?

Client: It reduces the burden on staff?

Us: Why do you want to do that?

Client: So they can spend time focusing on customers.

Us: Why is that good?

Client: So customers are happy and loyal to our organization.

Us: And why do you want that?

Client: To sustain and grow our company.

By asking these questions, we discovered that the goal wasn’t just about tracking time, it was about creating a better customer experience.

Follow these steps.

How can we help organizations to think this way?

1. Ask the right questions. Encourage clients to really explore the reasons behind the change by asking, “Why is this change important?” and “What long-term benefits are we aiming for?” Push them to go beyond the project milestones and make connections they might not have considered.
2. Begin with the end in mind. Kick off the project by clearly outlining what you want to achieve. What are the ultimate goals? How does this change align with the organization’s mission and values? Help the project team keep their eye on the prize.
3. Communicate the big picture. Everyone needs to understand the outcome you are aiming for and in what ways they are essential to reaching that vision. Build the right messaging and make that the foundation of all communications and training.
4. Focus on behaviors. Change isn’t just about process or technology; it’s about how people engage with them. Identify the key behaviors that will drive the change and create strategies to encourage these behaviors. Then communicate, train, and reinforce those behaviors.
5. Think beyond the immediate impact. Think past “go-live” or “Day One.” What activities and behaviors do you need from the project team and from stakeholders to reach and maintain your ultimate goal?

As change leaders, we must help clients see beyond the project and understand how these changes fit into their bigger vision. By connecting the dots from an operational change to a broader strategic objective, we can focus everyone’s energy on these impactful outcomes.

Tips for post-go-live change management support.

System implementation projects are difficult. They are tedious. They are stressful. And yes, they are costly. Often, we just want to get to the end. Many people think the “end” is go-live, but it is not. Everything you did to get to that imaginary finish line we call go-live just gets you to the starting line of the new way of working for your team. In other words, go-live is the start of the change.

Large-scale change initiatives do take a toll on everyone involved, so it’s understandable that we just want to be done. Many times, organizations begin reducing the project team to save on the remaining budget.

It’s common for the Change Management team to be the first ones asked to leave — immediately following go-live, if not before. After all, the training is done, and you have been “communicating” for months. Why keep the Change Management team?

If you don’t know the answer to this question, talk to projects that released their Change resources at or before go-live. You may get varying responses, but the gist will be, “Don’t release your Change Management support too soon!”

There are critical tasks that should be supported by your Change Management team AFTER go-live. Things like:

• Post-Go-live Communications
• Post-Go-live Readiness Assessments
• Lessons Learned
• Key Performance Indicators
• Continuous Education / Training

Remember: Don’t release your Change Management support too soon.

Post-Go-live Communications

Hypercare typically runs for a month after go-live. During this time, users are working in the new system. Occasionally, they might reach out for help. Your Change Management team can help to coordinate the onsite Hypercare resources, monitor project mailboxes for questions, and provide any on-going ad hoc communication requests. They can also help by creating weekly updates to keep the senior leaders engaged as the organization takes its first steps with the new ways of working.

Post-Go-live Readiness Assessments

The most critical goal for change management is employee readiness. To that end, we conduct readiness assessments, both pre- and post-go-live.

• The results of pre-go-live assessments help you understand what to change before you proceed to go-live to give you the best chance of success. They can be used as a final stage gate; a green light on readiness means you go live.
• The results of post-go-live assessments tell you how to correct course on your current launch, and how to conduct future releases or phases.

In either case, your Change Management team will be best suited to facilitate the readiness process.

Lessons Learned

Your Change Management team can pull together your core project team, key leaders, and select individuals from your stakeholder community, to discuss lessons learned throughout the project.

This is a critical activity. Not only will these lessons help you in future releases and phases of the same project, but these knowledge nuggets will help you and your organization during future initiatives. It’s the way you retain institutional wisdom, getting smarter and sharper with each project.

The most critical goal for change management is employee readiness.

Key Performance Indicators

It is likely that your Change Management team helped to identify the key performance indicators (KPIs) for your project. Facilitating KPI tracking is a good role for Change Management, while other core team members ensure the system is functioning properly and keep the business running.

Continuous Education / Training

Training is usually conducted a few weeks prior to go-live. Once all users have been trained, your Change Management team will support the trainers as users practice in the sandbox leading up to go-live.

• After go-live, someone must figure out how brand-new users will be trained. What are the courses (related to this new system) new employees should take? Who will function as trainers after the project has ended? What role will HR (Human Resources) play in helping to onboard new employees with this new technology? Your Change Management team can help to develop the approach for post-go-live training.
• The Change Management team should also identify and support remedial training. Post-go-live is when you really find out how the new systems, processes, and people are functioning together. If something is wrong, indicated by project KPIs, post-go-live assessments, or employee concerns, additional training might be the solution.

So, as you can see, keeping your Change Management team on board for some time AFTER go-live can be beneficial. What you need depends on your project, your organization’s capabilities, and the scope of the change. You might not need to retain your entire team, but having at least one solid Change Management resource on your team after you go live can make a significant difference in your results as your company begins its new chapter.

The 2024 Microsoft outage is an unscheduled reminder to use best practices in technology change.

The repercussions of the CrowdStrike update have us shook. The 2024 Microsoft outage is a timely reminder that rushed or mismanaged system changes can lead to chaos. How can you avoid the pitfalls of poorly planned technology changes?

Invite folks to the table.

First, consider the scope and implications of your change. Then ensure the right people are involved in planning, testing, and adoption. Identify and engage every group who might be affected by the change; solicit their input, identify impacts, and make sure you’re aligned.

• System Interdependencies: What other systems are involved with the system that is changing? Consider both upstream and downstream applications.
• Stakeholder Impact: How will this change affect the lives of employees, partners, and customers? How will they react? Ask questions, investigate thoroughly, and avoid making assumptions.

Consider the scope and implications of your change.

Test early, often, and thoroughly.

Experimenting and evaluating are crucial components of any change implementation. Test early, when it’s less painful to fix things. Test often, so you catch errors at each stage. Test thoroughly, so there are no surprises. Here are some essential testing strategies:

• Functionality Tests: Ensure the program/system is functioning as designed within the Sandbox environment.
• Platform Tests: Verify that the published program/system operates correctly in various live environments.
• Blind Individual Tests: Have individuals outside of the project team test the program/system to ensure usability and functionality from an unbiased perspective. Studies show that the closer you are to something, the less objective you are. Your brain automatically sees it the “right” way rather than the way it actually is.
• Stress Tests: Conduct stress tests to catch any defects early and minimize their impact on the organization and other stakeholders.

These protocols help identify and rectify defects early, ensuring a smooth and reliable implementation with minimal disruptions to your operations..

Timing is everything.

There is a long-running adage in the programming world – “Don’t deploy on Friday.” Some view it as a joke, others a jinx, but many consider it a must.

Risk management exists for a reason; no system is perfect, no team is perfect, so it’s prudent to plan accordingly. Not only do Friday deployments reduce the margin for error to fix an issue, but key stakeholders are often less available. This has implications for your team, but also your stakeholders, who might not see any communications or troubleshooting materials you share on a Saturday. Finding the right time to launch your change mitigates risk and improves adoption.

By incorporating these practices, organizations can better manage changes and prevent the type of widespread issues that resulted from the recent CrowdStrike update.