Author: Karen Dykes

UK businesses have been faced with an uncomfortable reality: change is no longer an option but a necessity. Are you reaping the rewards of transformation?

Pessimism often accompanies transformation, however evidence shows embracing change early has positive results have thrived. Those that took a proactive stance on agility, particularly by investing in remote work infrastructure and cloud technologies, are now reaping measurable rewards. This isn’t theoretical optimism. It’s borne out by performance data.

Agility Builds Resilience

The current operating environment can be volatile. Resilience is built on agility, the ability to pivot, adapt, and reconfigure resources quickly in response to disruption is key.

A recent McKinsey study found that UK firms in the top quartile for digital maturity were twice as likely to report productivity gains of more than 25% since 2020. Employee retention rates also saw an increase of 15–20% among companies that offered flexible working arrangements backed by robust cloud platforms and digital workflows.

Investing early in adaptability led to more stability in supply chain, reduced labour shortages. That is no accident; it’s good change management.

What Did The Winners Do Differently?

· BT Group: Years before the pandemic, BT made strategic moves to decentralise its operations and digitise internal services. When lockdown hit, the organisation mobilised within days to enable 95% of its workforce to operate remotely with minimal disruption. This improved employee engagement, sustained service levels, and accelerated the rollout of next-generation services.

· Capita: In contrast, Capita’s lack of early investment in digital infrastructure saw it scramble to retrofit remote working during the crisis. It lost ground, and morale took a hit. Recovery came, but only after considerable cost and time investment.

With strategic foresight, the winners viewed transformation as capability, as something to be continuously nurtured, rather than an isolated IT project or a corporate initiative that only existed in PowerPoint.

Why Does This Matter Now?

We are entering an era where business-as-usual no longer exists. Climate challenges, inflationary pressures, cyber threats, disruption, political instability are all unpredictable. Collectively these challenges form the new normal.

For our clients at Change Specialists, the message is consistent: transformation pays off when it is built into the fabric of how an organisation operates. We see that organisations reaping the benefits today are those that welcomed cloud-first strategies to enable speed, scalability and resilience and integrated change capability into their leadership and project teams, as well as their IT departments.

What About The Human Factor?

While technology was the enabler organisations that succeeded placed just as much emphasis on communication, team dynamics, and leadership development to ensure that they are truly reaping the rewards of transformation.

All transformations need people who are equipped and trusted to make change stick. That is why firms that invested in strong communication, coaching, training and engagement are seeing the strongest long-term outcomes.

What You Should Be Asking Yourself?

If your business is still struggling to embed agility, ask yourself:

Are your digital tools genuinely supporting productivity, or are they distractions?

Is your workforce structured to flex with demand?

Do your teams own the change, or are they simply enduring it?

John Dean, CEO at Change Specialists

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

In the world of change management, we hear all sorts of assumptions – but what really drives change success?

At the core lies a holistic approach, one that considers people’s feelings, involves them at every level, and moves through the stages of adaptation.

It’s clear that there are assumptions, or myths, as to what really drives change success.  This blog post explores some common myths in change management and highlights what really drives success.

Myth 1: “Change Management is Just About Communication”

Communication is crucial, but it’s only one piece of the puzzle. Many think that if you communicate well, you’ve ticked the change management box. But effective change requires a multi-faceted approach that goes far beyond sending out emails or holding meetings. Communication must be paired with engagement, training, support systems, and a clear vision of the change’s impact on people’s roles.

Truth: Effective change management involves a balanced approach—addressing mindsets, behaviours, skills, and resources to truly embed change. Communication opens the door, but support keeps people moving through it.

Myth 2: “Resistance to Change is Always Negative”

Resistance is natural, and sometimes even beneficial. It’s easy to label resistance as a roadblock, but it’s a valuable feedback mechanism. When people push back, it often signals genuine concerns, overlooked risks or gaps in understanding. Listening to resistance and understanding its roots can help refine the change process so it’s more inclusive and effective.

Truth: Resistance can provide critical insights to help shape the change in ways that increase its chances of success. Effective change managers take on resistance as part of the journey, not as an enemy to defeat.

Myth 3: “Change Happens Overnight”

Sustainable change takes time, and often a lot of it. While some organisations push for quick transformations, change that lasts doesn’t happen in an instant. There’s a common misconception that once a decision is made or a change is announced, it’s ‘job done.’ But real change takes root gradually, often through trial, adjustment, and ongoing support.

Truth: Successful change is about patience, perseverance, and continuous feedback loops which are needed to make change truly stick.

Myth 4: “Only Leadership Drives Change”

Change is everyone’s responsibility. Leaders play a critical role in setting the vision, but successful change relies on buy-in and action at all levels of an organisation. Frontline employees often have the most direct insights into the practicalities of a change and are essential in making it a reality.

Truth: Effective change requires a collaborative effort. Listening to ideas from employees, and involving them in the process builds ownership and turns a top-down mandate into a shared mission.

Myth 5: “Change Management is Only Needed for Large-Scale Transformations”

Change management is valuable for changes big and small. While large transformations require substantial change management, even small changes can benefit from structured approaches. Whether it’s a new software rollout or a minor process update, guiding people through change helps with smooth transitions and better adoption.

Truth: Change management practices scale to fit the need. Even small adjustments, handled thoughtfully, can significantly impact engagement and effectiveness.

Myth 6: “Once People Are Trained, Change is Complete”

Training is the start, not the finish line. Many organisations assume that once training is complete, the job is done. But training is just the initial step. Implementing change requires follow-up, ongoing support, and often a period of adjustment. This process allows people to apply what they’ve learned and feel confident in their new way of working.

Truth: Change is fully embedded when people are supported beyond training so they can adopt and sustain new behaviours and approaches.

John Dean, CEO at Change Specialists

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

Balancing digital innovation with the human touch is essential for creating meaningful and effective experiences in today’s tech-driven world. It’s all about striking the right balance. This blog from Change Specialists CEO, Jon Dean, explores why technology should enhance, not replace, human connections.

As companies embrace AI, automation there is some concern as to how to maintain the human touch that is so key to building trust, loyalty and authentic customer relationships.

The key lies not in choosing one over the other but in striking the right balance. Technology should enhance, not replace, human connections. Here are some real-world examples of businesses that have successfully integrated digital innovation while preserving the human element.

There are some fabulous examples of businesses that have successfully integrated digital innovation while preserving and allowing more time to enhance the human element.

Starbucks: Personalisation Meets Efficiency

Starbucks has masterfully blended technology with personal service. Its mobile app, powered by AI, streamlines ordering and payment, making transactions quick and convenient. The app uses data to offer personalised drink recommendations based on customer preferences. However, Starbucksdoesn’t let technology overshadow the human experience. Baristas still greet customers by name, write personal messages on cups, and create a welcoming environment in stores. The technology handles efficiency which allows staff to focus on meaningful customer interactions.

John Lewis: Blending Digital and Personal Advice

John Lewis, a UK retail icon, integrated digital tools into its customer journey without losing the personal touch. Their virtual styling appointments and video consultations offer expert advice online, replicating the in-store experience. Customers can interact with knowledgeable staff, receive tailored recommendations, and feel valued, all from the comfort of their homes. The technology facilitates access, but it’s the human expertise that makes the experience memorable.

Monzo: Digital Banking with a Human Voice

Monzo leverages technology to simplify banking. Its app provides real-time spending notifications as well as budgeting tools and seamless transactions. What sets Monzo apart is its approach to customer service. While many banks rely heavily on automated responses, Monzo makes sure that customers can reach people quickly when needed. Their friendly, empathetic support team creates a sense of trust, proving that human connection is vital.

Lessons for Businesses

· Use Technology to Enhance, Not Replace: Automation can handle routine tasks, freeing up human resources for complex, relationship-focused activities.

· Personalisation is Key: Data and AI can deliver personalised experiences, but genuine connections come from human empathy and understanding.

· Maintain Human Accessibility: So customers can easily reach real people when they need support, especially in sensitive situations.

· Empower Employees: Equip staff with digital tools that enhance their roles rather than diminish their value.

Digital innovation and human connection are not mutually exclusive. When integrated thoughtfully, technology can enhance the human experience, making businesses more efficient and customer centric. The future is about blending them seamlessly to create meaningful, lasting relationships.

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success.

Connect with John via LinkedIn. Or Follow Change Specialists for further tips to support successful project management.

Economic uncertainties, social shifts, and technological advancements are reshaping industries at pace. Now, more than ever, embracing trends to stay ahead in a complex world is essential for organisations to thrive and to go beyond survival; they must position themselves to outperform their markets by embracing the latest trends and rethinking traditional models.

In this blog post our CEO John Dean shares practical steps to stay ahead.

The Rise of Data Driven Decision Making

Decision making driven by data has become a cornerstone for organisations aiming to stay competitive as the days of intuition led business decisions are fading.

Data provides actionable insights that help organisations predict trends as well as identify opportunities and mitigate risks. According to a study by McKinsey, data-driven organisations are 23 times more likely to acquire customers, 6 times more likely to retain them, and 19 times more likely to be profitable.

· Equiping your organisation with the tools and platforms to interpret data.

· Encouraging teams to leverage data in their daily decision making processes.

· Ensuring that the data collected is accurate, relevant, and timely.

Adopting a Skills Based Enterprise Model

Traditional job roles and hierarchies are becoming less effective in addressing modern challenges. The shift to a skills based enterprise model means organisations can focus on capabilities rather than rigid job descriptions.

A skills based approach allows for greater agility, as employees are deployed based on their expertise and the needs of the organisation. This model also supports upskilling and reskilling initiatives so the workforce remains future-ready.

· Understanding the current capabilities within your organisation and identify gaps.

· Breaking down silos and create cross functional teams that can tackle complex challenges.

· Providing employees with opportunities to acquire new skills and advance their careers.

Leveraging Emerging Technologies

From AI and machine learning to blockchain and the Internet of Things, emerging technologies are transforming industries.

Organisations that harness these technologies gain a competitive edge by automating processes, enhancing customer experiences, and unlocking new revenue streams. For instance, AI-powered analytics can help identify patterns and trends that human analysis might miss.

· Identifying areas where emerging technologies can add the most value to your business.

· Collaborating with technology providers or start ups to accelerate adoption.

· Continuously monitor technological advancements and remain at the forefront of innovation to stay informed.

Building a Resilient and Adaptable Workforce

These are critical traits for navigating today’s complexities. Organisations should work to foster these qualities within their teams if they want to maintain agility. A resilient workforce can weather disruptions while maintaining productivity and morale. Adaptable employees are better equipped to embrace change.

· Promoting a culture where learning from failure is embraced will encourage a growth mindset .

· Prioritising mental and physical health will support wellbeing will equip employees to face challenges.

· Investing in tools and practices that facilitate seamless communication and teamwork will enhance collaboration.

Contact John, or connect with him on LinkedIn.

Follow Change Specialists for further tips to support successful project management

Whether change is driven by technology updates, shifts in the market, or internal restructuring, organisations must constantly adapt to stay competitive. However, the high cost of poor change management – both visible and hidden – can drain resources and demoralise teams. In this blog post from Change Specialists CEO John Dean, he breaks down the tangible and intangible costs of ineffective change management and explores practical ways to mitigate these risks.

Financial Costs

Start with a comprehensive diagnostic assessment to understand the project’s current status and
identify key issues and risks. Involve all stakeholders to ensure a holistic view.

When a change initiative goes off the rails, the financial repercussions are often the most obvious. Delays, impact on budgets, and wasted resources can quickly turn what seemed like a strategic move into a financial burden.

According to a study by McKinsey, 70% of change initiatives fail to achieve their goals, often due to ineffective management. The associated costs can include:

Rework & Project Overruns: Budget projections spiral when initiatives are restarted or corrected due to poor planning or implementation.

Lost Productivity: When employees are confused, resistant, or unsure of their roles, productivity takes a nosedive, affecting business performance and revenue generation.

Missed Opportunities: Failed change initiatives often delay opportunities for growth and new product or service launches.

Solution: Robust Planning & Metrics

To avoid financial pitfalls, invest time in detailed planning, stakeholder mapping, and clear success metrics from the outset. Proactively monitor progress and remain flexible to adjust course as needed.

Cultural Costs

A poorly managed change initiative can negatively impact company culture. Employees often bear the brunt of sudden or mismanaged change which can result in stress, disengagement, and a loss of trust in leadership.

When change feels imposed, employees may experience uncertainty, and this may lead to increased absenteeism. These human costs weaken overall company culture.

Solution: Transparent Communication and Employee Involvement

Communicate openly and consistently throughout the change journey. Listen to employee concerns to involve them in the process and show empathy for how the change impacts their daily lives. When people feel heard and valued, they are far more likely to engage positively with change.

Operational Costs

When change management is ineffective, business operations can be severely disrupted. Processes may break down meaning teams can lose cohesion, and critical workflows can grind to a halt – all of which hurt productivity and customer satisfaction.

Poorly implemented technology changes, for example, can lead to things like customer service failures, or data breaches, of which can have lasting impact.

Solution: Phased Implementation and Continuous Support

Roll out changes in manageable phases, allowing time to test and adapt before full-scale implementation. Offer continuous training and support to help employees adjust smoothly and maintain operational efficiency.

Avoiding the Costs: A Holistic Approach to Change Management

How can organisations minimise the risk of poor change management and avoid these costly pitfalls? Here are some proven strategies:

Leadership Buy-In: Leaders across the organisation should actively support and champion the change, setting the tone and leading by example.

Clear Vision: Define the “why” behind the change, outlining what success looks like and how it benefits everyone involved.

Engagement, Not Imposition: Involve employees early, and treat them as partners in the change journey. The more they own the process, the more they will support it.

Regular Feedback and Adaptation: Continuously seek feedback and be willing to adapt plans in response to concerns, challenges, or changing circumstances.

Invest In Skills Development: Equip teams with the skills they need to succeed in the new environment through training and ongoing learning opportunities.

Final Thoughts

The high cost of poor change management – financial, cultural, and operational – are too great to ignore. With thoughtful planning, transparent communication, and a commitment to supporting people through change, organisations can avoid these pitfalls and concentrate on transformation.

Contact me, or the wider team at Change Specialists, we are all seasoned Change professionals who are well placed to share our experiences and expertise to support your success. 

Contact John, or connect with him on LinkedIn.

Follow Change Specialists for further tips to support successful project management.

In this blog post Change Specialists CEO John Dean outlines his 5 tips for turning around a project in need of recovery,

In the dynamic world of business, projects and programmes sometimes lose their focus. When this happens, swift and strategic intervention is required to realign to achieve desired outcomes.

Conduct a Thorough Diagnostic Assessment 

Start with a comprehensive diagnostic assessment to understand the project’s current status and
identify key issues and risks. Involve all stakeholders to ensure a holistic view.

Re-establish Clear Objectives and Milestones

Clarify, review and, where appropriate, redefine project objectives and milestones ensuring that they are realistic, achievable, and aligned with organisational strategic goals. This provides a clear roadmap and helps measure progress effectively.

Strengthen Leadership

Enhance leadership frameworks to ensure clear accountability and decision making authority. Effective leadership can inspire a team, streamline processes, and foster a culture of accountability.

Enhance Communication and Stakeholder Engagement

Open, transparent communication is vital.
Ensure stakeholders receive regular updates in order to build trust and ensure everyone works towards the same goals.

Implement Rigorous Delivery Assurance

Establish delivery assurance mechanisms to monitor progress, manage risks, and ensure quality. Regular audits, progress reviews, and risk assessments are essential to maintain project health and deliver on promises.

Repairing a troubled project or programme is challenging but achievable with the correct approach and expertise. At Change Specialists, our goal is to supply our clients with the necessary skills and capacity. By applying the 5 tips for turning around a project or programme in need of recovery outlined in this blog post our experts can assist you in delivering a successful project recovery.

If your organisation is implementing changes, please get in touch to discuss how the Change Specialists can support your journey.  

Contact John, or connect with him on LinkedIn.

Follow Change Specialists for further tips to support successful project management.

This blog post explores understanding and overcoming resistance to change.

Change may involve implementing new technology, restructuring, or evolving business strategies – organisations must adapt to remain competitive.

Resistance among staff can hinder these efforts, therefore understanding the top factors causing this resistance and recognising the signs can help organisations devise effective strategies to manage and mitigate it.

Top Factors Causing Resistance to Change 

Fear of the Unknown: One of the most common reasons for resistance is fear of the unknown. When team members are uncertain about how changes will affect their roles, responsibilities, and job security, anxiety and opposition often follow. 

Lack of Communication: Poor communication or lack of information about the change process can lead to misunderstandings. The team needs to understand the reasons behind the change and how it will benefit them and the organisation. 

Loss of Control: Change can make team members feel as though they have lost control over their work environment, leading to resistance as they cling to familiar processes. 

Bad Experiences with Past Changes: Negative experiences with previous changes makes team members sceptical about new initiatives. If past changes were poorly managed or led to negative outcomes, they might resist future changes. 

Lack of Trust in Management: Trust in leadership is crucial for successful change management. Resistance is likely if the team does not trust management or believe that leaders are not acting in their best interests. 

Fear of Failure: Team members may resist change because they fear they will not have the skills or knowledge to succeed in the new environment, which is a significant barrier to embracing change. 

Signs of Employee Resistance

Decreased Productivity: A noticeable drop in productivity is a sign that the team members are resisting change. This might manifest as missed deadlines, lower quality of work, or a general decline in output. 

Increased Absenteeism: Resistance to change can result in people taking more sick days or requesting more leave to avoid dealing with the new changes. 

Negative Attitudes / Low Morale: An increase in complaints and a general drop in morale may indicate resistance. Team members might openly express their dissatisfaction or engage in passive-aggressive behaviour. 

Lack of Engagement: Disengaged team members might show a lack of interest in their work, avoid participating in meetings, or stop contributing ideas. adjustments.

Strategies to Overcome Resistance

Effective Communication: Clear, frequent communication is vital. Ensure your team understand the reasons for the change, the benefits it will bring, and how it will be implemented. Encourage questions and provide honest answers. 

Involve the Team: Involvement in planning and implementing change can reduce resistance. When team members feel they have a say in the process, they are more likely to support it. 

Provide Training and Support: Offering training and resources alleviates fear of incompetence. Make sure they have the skills and knowledge needed to thrive in the new environment. 

Address Feedback: Listen to concerns and take feedback seriously. Addressing issues promptly can prevent small problems from escalating into major resistance. 

Lead by Example: Leadership should model the behaviour and attitudes they expect from team members. When leaders are committed to the change, it can inspire similar feelings in the workforce. 

By understanding the factors that cause resistance and actively addressing them, organisations can create a smoother transition process. Effective change management is not just about implementing new systems or processes; it’s about leading people through a transition and ensuring they feel supported and valued throughout the journey. 

If your organisation is implementing changes, please get in touch to discuss how the Change Specialists can support your journey.  

Contact John, or connect with him on LinkedIn

Knowing how to maximise ROI in change management is key for any organisation undertaking transformations. Effective change management mitigates risks while also enhancing the likelihood of achieving desired business outcomes. This blog post from our CEO John Dean explores best practices for maximising ROI in change management.  

Align Change Initiatives with Strategic Objectives 

It is crucial that change initiatives align with the organisational objectives. This alignment ensures that the change contributes directly to the overarching goals of the business.

Update Stakeholders on a Regular Basis

Engage stakeholders from the outset and maintain good communication throughout the change process. This engagement ensures buy-in, mitigates resistance, and fosters a culture of collaboration. Regular feedback sessions and transparent communication help identify potential issues early and allow for timely adjustments.

Adopt a Structured Change Management Framework

Utilising a framework such as ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement), provides a clear roadmap for managing change. This framework helps in systematically addressing the human side of change, ensuring that everyone is adequately prepared, equipped, and supported throughout the transition.

Track and Measure Benefits Realisation 

Define clear metrics and continuously measure progress against these metrics. The approach allows organisations to track the realisation of benefits and make necessary adjustments to stay on course. By setting clear KPIs and regularly reviewing performance data any required ,corrective actions can be implemented promptly.

Invest in Change Leadership and Capability Building

Developing strong change leadership and building change management capabilities within the organisation are vital for sustained success. Investing in training programmes and creating a network of change champions can significantly enhance the organisation’s ability to manage future changes effectively. This approach supports the success of change initiatives and embeds a resilient change culture across organisations. 

Conclusion

Maximising ROI in change management requires many actions, such as creating a strategic approach. By adopting these best practices, organisations can enhance their change initiatives’ effectiveness and realise substantial returns on their investments.

A disciplined and inclusive approach to change management is key to achieving and sustaining business success. Following these guidelines means organisations can navigate the complexities of change with confidence and ensure that their investments yield tangible and lasting benefits. 

At Change Specialists, we can provide your business with the help it needs maximising its ROI. Please contact us and we will get you on the right track.  

Contact John, or connect with him on LinkedIn

Change Specialists Practice Director Julian Brown shares his insights on basic drills for governing change in 4 steps.

Strong and effective governance in IT, Digital and business change programmes supports successful outcomes. With technology playing a pivotal role in driving business success, I must stress how crucial it is to put in place robust governance practices that ensure the successful execution and delivery of IT initiatives. This blog post shares some of my best practice techniques for governing change programmes.

Define a Clear Governance Framework

Establishing a well-defined governance framework is the foundation for ensuring that an IT or business change programme is governed effectively. This framework should outline the roles, responsibilities, and decision-making processes within the company. Key components of the framework should include:

• Definitions of the roles and responsibilities of stakeholders, such as executive sponsors. It’s important to call out the decision making authority to avoid ambiguity.
• Establish effective channels for communication and reporting, ensuring that stakeholders receive timely updates and are involved in decision-making processes. Regular status reports, project dashboards, and executive briefings are some effective communication tools. Transparency is key.
• Develop comprehensive policies and procedures that govern the stage gates which the projects will go through, such as initiation and

Engage Stakeholders and Establish Ownership

Engaging stakeholders early and ensuring their active involvement throughout the project or programmes lifecycle is crucial for effective governance. Here’s how you can achieve this:

• Secure strong executive sponsorship to provide strategic direction, allocate necessary resources, and remove any roadblocks that may get in the way.
• Foster collaboration between IT, the business, and other relevant stakeholders to ensure alignment of the programme or project objectives with organisational goals. Involve stakeholders in decision-making processes.
• Assign clear ownership for deliverables, milestones, issues and risks. This accountability ensures that individuals are responsible for their respective roles and fosters a sense of ownership and commitment.

Establish Robust Programme and Project Management Practices

Implementing effective practices is vital for successful governance of IT and business change programmes and projects. Like Change Specialists, you may want to consider the following:

• Develop detailed project plans, outlining objectives, timelines, resource requirements, and deliverables and implement a robust project management methodology.
• Identify, assess, and manage risks throughout the lifecycle. Enforce a risk management framework that enables proactive risk identification, mitigation, and contingency planning.
• Establish KPIs and metrics to track progress, measure success, and identify areas for improvement, as well as regularly monitoring and reporting on these metrics to stakeholders.
• Identify and register dependencies within the programme or project and those that are external i.e. in the rest of the organisation or outside.

Continuous Improvement and Learning

To drive continuous improvement and learning, companies must create a culture of adaptability and innovation. Below are some thoughts on how you might create this:

• Conduct in-depth reviews at the end of each programme or project phase to capture lessons learned. It’s a good idea to document and share successes, challenges, and recommendations for future initiatives.
• Establish knowledge-sharing mechanisms, such as communities of practice, to encourage sharing of best practices, experiences, and lessons learned across the organisation. Recognise colleagues who are collaborating and sharing ideas.
• Embrace ‘Agile’ principles in governance practices, allowing for iterative adjustments and flexibility where governance processes are continuously reviewed and adapted to address evolving needs and changes in the IT landscape.

If you found this post helpful, would like to share your own basic drills for governing change, or to find out how Change Specialists could support your IT, Digital or Business Change plans, please contact Julian, or connect with him on LinkedIn.