Implementing change, whether it is technological change, optimisations of work processes or adjustments under legislative and regulatory pressure, is always a tough job. And somehow it also always disappoints. Why do we underestimate change processes? What are the consequences? And how do we do it better from now on?

‘We have worked hard on the project plan and it looks good. Now all we have to do is execute it.’ No matter how often we see change projects get bogged down, it seems like we fall back into this reasoning every time: as long as there is a good plan, and we execute that plan tightly, our change project will work itself out.

Underlying this misconception is a chronic overestimation of our own capacity for change and that of our organisations. Because in reality, the organisation’s change capacity determines the success of the change for 85%. The plan itself, at 15%, has much less impact. The “human factor” and the culture within the organisation are thus the crucial components for the success of change.

Stalled projects

Many project and program managers have been “raised” with the idea that a well thought-out plan, complete with timelines and budgets, is the key to success. Reality usually proves to be obstinate, because the final implementation of a change, whether technical or organisational, always lies with your employees. They must ultimately be both willing and able to change the way they work.

A project plan often reflects the goals of the organisation and pays (too) little attention to the motives of employees: why should they move along with your change? Many managers expect to get employees on board by telling them why a change is important to the organisation. They invest heavily in internal communication, expecting to create support for their project. This way of working leads time and again to insufficient willingness to change. And thus to deadlocked projects.

‘Unmotivations’

Because, contrary to what we think as managers and change agents, people generally have very valid motivations for not wanting to change. A very important one is uncertainty: what does the change mean for me and my work? Also, a lot of information surrounding projects and changes is much less clear and unambiguous than we think, and misunderstandings quickly arise about the purpose, content and direction of the project. Doubts about the feasibility of the plan are also an important factor that keeps people from moving.

These “unmovements” drastically decrease your chances of successful implementation. So it is crucial to understand that change requires more than paperwork. Change needs understanding, commitment and a culture that is open to it: culture eats strategy for breakfast.

Understanding change capability

The first step you need to take to do this better is to understand your change capacity. After all, that largely determines your chance of success. The higher your change capacity, the faster employees will embrace change and actively integrate it into their daily work. And you need that to get a return on your projects and technology investments.

Examining your capacity to change also helps you identify risks and pitfalls in your projects in time and develop your organisation’s capacity to change in a targeted way. Because change capacity is not fixed. You can work on it in a targeted way and thus lay the foundation for fast, smooth change processes, lower project costs and more involvement and satisfaction among your employees.

Masterclass on October 2

If you’ve read up to here, you probably agree with us that underestimating change can have serious consequences for projects organisations. By focusing not just on the plans, but more importantly on the people and their drivers, you as a project or program manager can ensure that change is successful.

It is time to take change capacity seriously. That is why we are organising a Masterclass “Get a grip on change” on October 2, in our Clubhouse in Amsterdam: a pragmatic deep dive into what it takes to strengthen the change capability of your organisation and give you more insight into how change works. You will learn how to make your projects succeed and you will have ample opportunity to exchange ideas and work together with people who face the same challenges in other organisations.

The master class is taught by our partners at Business Fitscan, experts with years of experience in organisational change and business transformation. Because personal attention and in-depth interaction are important in this masterclass, there are not many places. So are you interested? Register quickly: