Change management in business digitalization – how to prepare your team for a system implementation
Implementing new IT systems is always a multidimensional process. It involves technological aspects, but – perhaps even more importantly – the people who will use these solutions every day. User adoption ultimately determines whether the project becomes a success.
Without effective change management, even the best tool will fail to deliver the expected benefits. Drawing on the experience of 7F Technology Partners, we outline how to prepare your team so that digital transformation becomes a true catalyst for growth rather than a source of frustration.
Why change management is essential
Change management focuses on the human side of implementation – how the change affects daily work and the organization’s culture. It is a distinct process from classical project management, which concentrates on timelines and budgets.
From our experience, projects supported by proper change management are more likely to be delivered on time, within budget, and with the expected value. Without this approach, implementations often lead to cost overruns, reduced outcomes, or even rejection of the new system by users. In Poland, awareness of the importance of change management is still growing – making proactive action all the more valuable.
The Project Sponsor – the driving force of transformation
The role of the project sponsor cannot be overstated. This is the person who clearly communicates the purpose and value of the implementation, with visible engagement from day one. The sponsor is responsible for building Awareness and supporting Desire in the ADKAR model. A lack of involvement – or involvement that begins too late – lowers the motivation of the entire team.
A consistent message is key – the sponsor must not only explain why the change is needed but also show that they genuinely believe in it and are ready to support everyone throughout the process.
Leaders and change ambassadors
Between the sponsor and the employees stand business area leaders and change ambassadors. Their role is highly practical – they motivate, hold individual discussions with team members, address concerns, and explain what the new system means for everyday work.
Their optimistic yet realistic approach is crucial. They are often the first to spot resistance and can neutralize it before it becomes a serious issue.
Putting the ADKAR model into practice
ADKAR is a proven framework for guiding teams through change. It includes five stages: Awareness, Desire, Knowledge, Ability, and Reinforcement.
In practice, this means explaining the “why” early – well before the first training session, introducing competencies gradually, and consistently reinforcing good practices after go-live.
How to reduce resistance and turnover
Losing key employees during an implementation can put the entire project at risk. It is far better to prevent resistance than to “fix” it later. One-on-one conversations help uncover real concerns and plan appropriate support.
Non-financial motivation also matters – skills development, training opportunities, and new career paths within the organization can significantly strengthen engagement.
Training and onboarding – more than just technicalities
Training should be the final step in building awareness, not the beginning. Showing the system for the first time during a training session is a common mistake that slows down adoption.
Combining theory with exercises and hands-on testing accelerates skill-building, while preparing the team mentally ahead of time shortens the period from go-live to full productivity.
Tough decisions require honesty
Even unpopular changes – such as reducing headcount – can be handled with respect. Open communication about the reasons, presenting alternative roles (e.g., reskilling into IT consulting), and working together to find solutions help minimize negative impact and maintain trust.
Summary
Digitalization without effective change management is like an investment without a plan for return – it may succeed, but the risk of failure is high. The key is to consciously engage all roles – from the sponsor and leaders to every end user – and consistently guide the team through the change process.
At 7F Technology Partners, we support clients throughout the entire change management cycle – from defining roles and building a communication plan to implementation and long-term reinforcement. We believe that only then does technology become a true driver of growth.
