Most organizations don’t fail at deciding to change. They fail at executing it. A new system gets deployed, a process gets redesigned, and six months later people are still doing things the old way — because no one treated the human side of the transition as seriously as the technical side.

That is where change management models become practical tools, not academic theory. These frameworks exist because organizational change follows predictable patterns. Having a structured way to manage those patterns means better outcomes, faster adoption, and far less resistance along the way. But a framework on paper only goes so far — what employees actually need is guidance in the flow of their work, at the exact moment a new process or system demands something different from them.

This guide covers the most widely used types of change management models, how each one works in practice, and which scenarios each one fits best.

TL;DR

The most widely used types of change management models in 2026 include:

For enterprise software rollouts and digital transformation programs, ADKAR and Kotter’s model are the most commonly applied because they focus on individual behavior change and measurable adoption milestones.

Why Change Management Models Matter More in 2026

Change without structure creates friction. Teams don’t know what’s coming, training gets rushed, and adoption stalls because no one accounted for resistance early enough.

But the stakes in 2026 are higher than they were five years ago. Organizations are rolling out AI-powered tools, replacing legacy ERP and CRM systems, and restructuring workflows faster than most employees can absorb. In 2026, 71% of organizations plan to increase spending on AI technologies — which means change volume is accelerating, and without structured frameworks to manage the human side of that change, the ROI on those investments stays theoretical.

According to Deloitte’s State of AI in the Enterprise report, two-thirds of organizations report productivity and efficiency gains from enterprise AI adoption — but only the organizations that pair technology investment with structured change management actually sustain those gains.

For large enterprises especially, the cost of poor adoption doesn’t just show up in IT tickets. It shows up in compliance gaps, productivity loss, and software investments that never deliver their expected return. When you’re rolling out a new ERP, CRM, or HRMS system across thousands of employees, organizations that close this gap typically invest in both a change framework and an in-application guidance layer that supports employees where the work actually happens.

Change management models give organizations a repeatable approach to avoid that outcome. They bring structure to what is otherwise a messy, unpredictable process — and they give change leaders a shared language to align stakeholders, set expectations, and measure progress.

Without a framework, change becomes a series of one-off decisions made under pressure. With one, it becomes a managed process with defined stages, clear accountabilities, and predictable pressure points that teams can prepare for in advance.

7 Types of Change Management Models You Should Know

1. Lewin’s 3-Stage Change Management Model

Developed by psychologist Kurt Lewin in the 1950s, this model breaks organizational change into three stages: Unfreeze, Change, and Refreeze.

Unfreeze is the preparation phase. Before any change can take hold, the current state needs to be disrupted enough that people understand why the change is necessary. This includes leadership communication, data transparency, and creating genuine urgency around the problem being solved.

Change is the implementation stage. New processes, tools, or behaviors are introduced. This is where training, support, and step-by-step guidance matter most. Employees need to know not just that things are changing but how to navigate the new way of working — ideally with contextual support available inside the applications they use daily, not just in a training room they visited once.

Refreeze is about making the new way stick. Once changes are adopted, they need to be reinforced through revised processes, updated documentation, and ongoing support until the new behavior becomes the default rather than the exception.

2. Kotter’s 8-Step Change Model

John Kotter’s framework, developed at Harvard, is one of the most referenced in enterprise change management. It focuses heavily on leadership behavior and organizational momentum rather than just process steps.

The eight steps are:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision and initiatives
4. Enlist a volunteer army
5. Enable action by removing barriers
6. Generate short-term wins
7. Sustain acceleration
8. Institute change

What makes Kotter’s model valuable is its attention to culture and buy-in. Getting hundreds of people to change how they work requires more than a training session. It requires visible leadership, early wins that build credibility, and a coalition of champions who influence peers at the ground level.

3. ADKAR Change Management Model

Developed by Prosci, ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. Unlike process-focused frameworks, ADKAR operates at the individual level, which is why it’s particularly useful during software implementations and enterprise application rollouts.

• Awareness of why the change is needed
• Desire to participate and support the change
• Knowledge of how to change
• Ability to demonstrate the new skills
• Reinforcement to sustain the change

Each stage is a prerequisite for the next. If employees have awareness but no desire, training won’t help. If they have knowledge but lack ability, the process breaks down exactly when it matters most — in the daily workflow. This is why the Knowledge and Ability stages are where most enterprise rollouts stall. Employees leave training with information but no in-the-flow guidance when they sit down to actually do the work.

4. McKinsey 7-S Framework

This framework, developed by Tom Peters and Robert Waterman at McKinsey, is less about executing change and more about assessing organizational readiness for it. The 7 Ss are: Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff.

The model’s value is diagnostic. Before implementing change, organizations can use it to identify misalignment across these dimensions. A company might have a sound strategy but a structure that works against it. Or the right skills distributed in the wrong roles. Catching those gaps early prevents larger failures during execution.

5. The Bridges Transition Model

William Bridges made a critical distinction that most change models miss: change is situational, but transition is psychological. His model focuses on how people internally process change, not just what externally happens to them.

The Bridges model has three phases:

• Ending, Losing, and Letting Go — the emotional cost of leaving the old way behind
• The Neutral Zone — the ambiguous middle where the old way is gone but the new way isn’t fully established
• The New Beginning — genuine acceptance and engagement with the change

Where other frameworks focus on steps and milestones, Bridges emphasizes that people move through these emotional stages at different paces. Change managers who ignore this dimension create transitions where employees technically adopt a new system but remain disengaged underneath — which shows up in low utilization rates and high support ticket volumes months after go-live.

6. The Kübler-Ross Change Curve

Originally developed as a grief model, the Kübler-Ross curve was adapted for organizational change because the emotional arc turns out to be predictably similar. Employees typically move through denial, frustration, depression, experimentation, and eventually integration.

Understanding this curve helps managers predict where resistance will spike and plan support accordingly. The dip in the middle — often called the ‘valley of despair’ — is where most change initiatives fall short not because of bad strategy but because the daily experience employees have with new tools and processes isn’t supported properly; you can learn more about how organizations address this gap with structured approaches.  

7. The Satir Change Model

Virginia Satir’s model maps how people experience the performance impact of change over time. It tracks the journey from a stable ‘Late Status Quo’ through a ‘Foreign Element’ — the disruptive change — then into chaos, followed by integration, and finally a ‘New Status Quo’ at a higher performance level.

The key insight is that performance drops before it improves. This is predictable and manageable if you account for it. Organizations that expect immediate performance gains after a system rollout often pull support too early, right when employees need it most.

How to Choose the Right Change Management Model

There is no universal answer here. The right model depends on what kind of change is happening, who is affected, what the organization’s biggest risk is, and how much time exists to prepare. Picking the wrong framework doesn’t just waste effort — it creates misalignment between how leaders are thinking about the change and how employees are actually experiencing it.

A few questions worth working through before committing to a model:

Is this change primarily structural or behavioral?

Structural changes — reorganizations, system migrations, process redesigns — need frameworks that map clear steps and accountabilities. ADKAR and Kotter’s model work well here because they give change managers concrete milestones to track. Behavioral changes — culture shifts, leadership style, ways of working — need frameworks that address the emotional and psychological side of transition. That’s where Bridges and Kübler-Ross become more relevant.

How large and distributed is the affected population?

For a team of 20, a lightweight approach may be enough. For an enterprise rollout touching thousands of employees across multiple regions, you need a model that accounts for leadership alignment, communication at scale, and localized support. Kotter’s 8-Step model was specifically designed with large-scale organizational change in mind, which is why it remains one of the most referenced frameworks in enterprise transformation programs.

How much resistance do you expect?

If the change involves significant loss — familiar tools going away, roles changing, processes being eliminated — resistance will be higher. In those situations, the Bridges Transition Model and the Kübler-Ross Change Curve help managers understand where resistance will peak and how to address it before it stalls adoption. Ignoring the emotional dimension of change is one of the most common reasons enterprise rollouts underperform despite strong technical execution.

Is this a one-time transition or ongoing change?

Lewin’s model works best when there is a clear beginning, middle, and end. Organizations going through continuous change — frequent system updates, evolving processes, AI-driven workflow changes — need frameworks flexible enough to handle iteration rather than a fixed three-stage structure.

What does success look like — organizationally or individually?

If success means employees are actually using a new system correctly and consistently, ADKAR is the most precise tool available because it tracks adoption at the individual level. But tracking alone isn’t enough — employees need step-by-step walkthroughs, contextual tooltips, and user behavior analytics that show where people are struggling before those struggles become habits. If success means the entire organization has shifted its operating model, Kotter’s or McKinsey 7-S gives you the broader lens.

Here’s a quick reference to match scenarios with models:

One thing worth noting: most experienced change managers don’t pick one model and ignore the rest. ADKAR handles individual adoption milestones while Kotter’s framework drives leadership alignment and organizational momentum at the same time. McKinsey 7-S might be applied in the diagnostic phase before either of those kicks in. The frameworks complement each other when applied with clear intent.

The mistake most organizations make is defaulting to whichever model someone on the team has heard of rather than matching the framework to the actual problem. That’s where change initiatives lose coherence early — not because the model is wrong in theory, but because it was never the right fit for the specific transition at hand.

Change Management Trends Shaping How Organizations Apply These Models in 2026

The frameworks themselves haven’t changed dramatically. What has changed is the environment in which they’re being applied — and that context matters when deciding how to structure a change program today.

AI is creating a new category of change fatigue.

Organizations are no longer managing one transformation at a time. They’re rolling out AI tools, updating existing platforms, and restructuring workflows simultaneously. A clear shift is underway toward people-centered, AI-enabled change — one of the defining trends shaping organizations today. This means ADKAR’s Desire and Ability stages are harder to achieve because employees are being asked to absorb more change, faster, with less recovery time between initiatives.

Continuous change is replacing project-based change.

The traditional model of implement, stabilize, move on no longer holds. System updates happen quarterly. Process changes happen in response to market shifts. Organizations are moving toward smaller, faster, more agile change cycles that deliver value continuously — which means Lewin’s Refreeze phase is becoming less applicable on its own, and frameworks that support ongoing reinforcement and behavior tracking are gaining relevance.

Data-driven change management is replacing instinct-based decisions.

Change leaders in 2026 are expected to show adoption metrics, not just activity reports. Which teams completed training isn’t enough. Stakeholders want to see whether employees are actually working in the new system correctly, where drop-off is happening in the workflow, and which friction points need intervention. This shift favors frameworks like ADKAR and Satir that produce trackable milestones over frameworks that are purely qualitative.

The execution layer is becoming the differentiator.

CEOs are concluding that AI adoption is no longer a technology problem but a workforce and management problem. The same logic applies to every major system change. The organizations getting the most out of their transformation investments are the ones investing as seriously in the execution layer as in the strategy layer. That means in-application guidance, adoption analytics, and real-time support tools that work inside enterprise software — not just alongside it. Guided walkthroughs, contextual tooltips, and time-to-competency tracking are becoming standard components of how mature change programs operate in 2026.

The Execution Gap: Where Change Management Models Break Down

Understanding a framework is one thing. Executing it at enterprise scale inside real software environments is another problem entirely.

Most change initiatives fall short not because of bad strategy but because the daily experience employees have with new tools and processes isn’t supported properly. Employees receive a training session, maybe a recorded walkthrough, and then they’re expected to work in a new system they’ve barely touched — without in-the-flow guidance, without step-by-step support inside the application, and without any mechanism to prevent process errors while competency is still being built.

This is where the model breaks down in practice. ADKAR’s Ability stage, Kotter’s Enable Action step, Lewin’s Change phase — they all assume that employees can actually do the new work in the new system without constant IT escalation or manager intervention. That assumption fails more often than it succeeds when organizations rely purely on pre-go-live training to carry the full adoption burden.

The gap between a well-designed change management plan and actual employee adoption is almost always an execution problem. Communication plans, training decks, and change readiness surveys are necessary — but they weren’t built to close the last mile of behavior change on their own. What bridges that gap is support that lives inside the workflow itself — contextual, available on demand, and tied directly to the tasks employees are trying to complete.

How In-the-Flow Guidance Supports Change Management Execution

This is where in-application guidance becomes a practical component of change management execution rather than an optional add-on.

When employees are navigating a new system — a new ERP workflow, a redesigned CRM process, an updated HRMS module — what they need in that moment isn’t a training video. They need step-by-step guidance inside the application they’re using, at the exact point where they’re uncertain. That kind of in-the-flow support directly addresses ADKAR’s Knowledge and Ability stages, Kotter’s Enable Action step, and the performance dip that Satir’s model predicts.

Organizations that build this execution layer into their change programs see faster time-to-competency, lower support ticket volumes during rollout, and higher workflow completion rates — because employees aren’t left to figure out the new system alone between training sessions.

Apty is a Digital Adoption Platform that delivers exactly this. During a software rollout or process transition, Apty provides guided walkthroughs, contextual tooltips, field-level guidance, user behavior analytics, and adoption insights directly inside enterprise applications — whether that’s Salesforce, Workday, SAP, Oracle, or any other platform an organization is deploying.

In the context of change management frameworks:

• For ADKAR: Apty’s guided walkthroughs support the Knowledge and Ability stages by walking employees through new workflows inside the application, reducing time-to-competency without pulling them out of their work context
• For Kotter’s model: Apty’s adoption analytics show where employees are struggling in real time — giving change leaders concrete data to demonstrate short-term wins and identify barriers before they become bigger problems
• For Lewin’s Refreeze stage: Apty reinforces the new way of working through contextual reminders, process validations, and error prevention prompts that stop employees from reverting to old behaviors as the change settles in
• For the Satir Change Model: Apty shortens the performance dip by reducing friction during the chaos phase — step-by-step guidance means less time stuck, fewer support tickets, and a faster path to the new status quo

The result is that change management plans translate into measurable adoption metrics — task completion rates, workflow adherence, time-to-competency — rather than remaining aspirational frameworks on a project slide.

Conclusion

Choosing a change management model isn’t the hard part. Most organizations have access to the same frameworks. The real differentiator is how well those frameworks translate into actual employee behavior change — particularly when the transition involves new enterprise software in a year when AI-driven change is accelerating faster than most organizations are prepared for.

Understanding which model fits your scenario is the first step. ADKAR works when individual adoption is the metric. Kotter’s model works when organizational momentum and leadership alignment are the priority. Bridges and Kübler-Ross work when resistance and emotional transition need active management. No single framework owns the full picture, which is why the most effective enterprise change programs combine models with deliberate intent rather than defaulting to one.

The second step is making sure the execution infrastructure matches the ambition of the plan. A well-designed change framework without a reliable way to support employees at the moment they need it most — inside the applications where work actually happens — will always fall short of its potential.

FAQ

1. What is a change management model?

A change management model is a structured framework organizations use to guide transitions — whether adopting new software, restructuring teams, or managing a merger. Different models focus on different dimensions: some map process steps, others address how individuals emotionally process change, and some assess organizational readiness before change begins.

2. What is the most widely used change management model?

ADKAR and Kotter’s 8-Step Model are the most frequently applied in enterprise settings. ADKAR is preferred for software and system rollouts because it tracks adoption at the individual level. Kotter’s model is used when large-scale cultural or structural change requires strong leadership alignment across multiple teams.

3. What is the difference between Lewin’s model and Kotter’s model?

Lewin’s model uses three stages — Unfreeze, Change, Refreeze — and works best for defined, linear transitions. Kotter’s model has eight steps and places stronger emphasis on leadership behavior, urgency, and building a coalition of change champions. Kotter’s is better suited for large enterprise transformations where cultural momentum is critical.

4. What is the ADKAR model in change management?

ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. It operates at the individual level, treating each element as a milestone an employee must reach before the next stage works. It is most commonly used in software rollouts because it maps directly to how people move from unfamiliarity with a new system to consistent, competent use.

5. How do change management models apply to software rollouts?

Change management models structure the communication, training, and support employees need to adopt new tools successfully. ADKAR is the most direct fit — it tracks whether employees have the knowledge, ability, and reinforcement to actually use a new system correctly. In practice, organizations pair ADKAR with in-application guidance tools that deliver step-by-step walkthroughs inside the software itself, reducing the gap between training and real-world task completion.

In today’s modern age of rapid change, the digital ecosystem is transforming at an incredible pace. Companies are looking for technology and software to stay competitive but face some challenges.

Digital Transformation is a vague term that means different things to different organizations. For some, it means using technology to improve and transform their business. For others, it’s optimizing the same technology as they don’t feel updates are necessary.

What is Digital Transformation?

Digital transformation is the process of developing and implementing new strategies to stay ahead of the competition in today’s ever-changing business world. It encompasses a company’s technological development and enhances its capabilities to meet evolving customer needs and preferences. These enhancements can also be used to meet employee needs and preferences. To achieve digital transformation across an organization, planning stages, implementing processes, and employing the right technology and talent at the right time is important.

Relevant Read- Questions to ask about Digital Transformation

Digital Transformation leverages digital technologies to create new or modify existing business processes, culture, and customer experiences to meet changing business and market requirements. Integrating digital technology into all business areas fundamentally changes how an enterprise operates and delivers value to customers.

How Does Digital Transformation Impact Enterprise Executives?

Digital transformation integrates digital technology into every business area, fundamentally changing how companies conduct operations and deliver value to customers. It represents a strategic approach aimed at enhancing efficiency, customer experience, employee productivity, and innovation through the adoption of digital tools and practices. This change requires employees to adapt to new workflows and use software platforms to perform tasks more efficiently, potentially leading to higher productivity and job satisfaction.

Executives can see the value of digital transformation in specific, measurable outcomes. For instance, automating routine tasks with digital solutions can cut operational costs and allow employees to concentrate on higher-value activities, directly affecting the bottom line. Implementing data analytics tools gives executives insights into customer behavior and market trends, enabling more informed decision-making and strategic planning.

Moreover, modernizing customer interactions through digital channels improves customer satisfaction and loyalty, leading to increased revenue. Let’s take the example of the automotive industry. A major part of its digital transformation for service businesses is the adoption of a dedicated CRM software for auto repair shops. This technology allows auto shops to move beyond simple spreadsheets and manage customer relationships, track service history, and personalize communications, which ultimately leads to increased customer loyalty and retention.

Digital transformation enables companies to stay competitive in a rapidly changing business environment by promoting agility, innovation, and a customer-centric approach to business.

How Does Digital Transformation Help Executives When Adopted Successfully?

Digital transformation, when adopted effectively, addresses several key challenges related to internal culture, productivity, and efficiency that employees and leadership face. For Chief Operating Officers (COOs), it can streamline operations and optimize supply chain management through predictive analytics and automation, leading to reduced waste and enhanced operational efficiency.

Chief Finance Officers (CFOs) benefit from improved financial visibility and control, with digital tools enabling more accurate forecasting, budgeting, and risk management. Chief Technology Officers (CTOs) – or Chief Transformation Officers nowadays – and Chief Information Officers (CIOs) find value in digital transformation through the ability to rapidly deploy scalable solutions, ensuring that technology infrastructure supports business growth and adapts to changing market demands.

Moreover, change management leaders play a crucial role in guiding the organization through the digital transition, focusing on upskilling employees and fostering a culture of continuous learning to address the digital skill gap.

A practical use case illustrating these benefits involves a company implementing a cloud-based ERP system. This move not only consolidates financial data for the CFO, making it easier to track performance and allocate resources effectively, but also automates inventory management workflows for the COO, leading to significant cost savings.

For the CTO and CIO, adopting cloud solutions enhances data security and system scalability, supporting the company’s expansion plans. Meanwhile, change management leaders focus on training programs and workshops to ensure all employees can leverage new digital tools, thereby smoothing the transition and maintaining productivity. Through these concerted efforts, digital transformation helps mitigate internal challenges, driving efficiency and productivity while preparing the organization for future growth.

What Happens if Leadership and Employees Do Not Fully Adopt the Digital Transformation?

If change management leaders rely on outdated software adoption solutions, such as in-person, one-time training, or traditional onboarding methods, for accelerated digital transformation initiatives, it can significantly hinder the effectiveness and speed of the transformation process. This approach may lead to several issues:

How Executives Solve Digital Transformation Resistance in 2026

Digital Adoption Platforms (DAPs) offer a modern solution to these challenges by providing in-app guidance, contextual learning, and real-time support directly within the digital tools employees use. This approach allows for:

For COOs, CFOs, CTOs, CIOs, and change management leaders facing the challenges of allocating budgets to digital transformations, addressing software implementations, and bridging the digital skill gap, adopting modern solutions like DAPs can be a strategic move. It not only accelerates the digital transformation process but also optimizes the return on investment in digital technologies by ensuring that all employees can leverage these tools to their full potential, driving productivity and innovation.

The 4 Common Areas of Digital Transformation

Real-World Examples of Successful Digital Transformation Initiatives

Digital transformation is all around us. From enhancing customer experiences to optimizing operational efficiencies, businesses across various sectors are leveraging technology to drive significant change. Dive into our curated list of real-world examples showcasing successful digital transformation initiatives, highlighting how innovative strategies and cutting-edge technologies are reshaping industries and setting new benchmarks for success.

These initial bulleted examples reflect a broad understanding of how various industries harness digital transformation tools to revolutionize their operations, customer relationships, and market strategies. These initiatives demonstrate the critical role of digital transformation in achieving competitive advantage, operational excellence, and customer-centric growth.

ERP (Enterprise Resource Planning)

CRM (Customer Relationship Management)

SCM (Supply Chain Management)

ITSM (IT Service Management)

HRSM (Human Resource Service Management)

BPM (Business Process Management)

PM (Project Management)

LMS (Learning Management Systems)

These examples illustrate how companies have effectively implemented solutions like ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), SCM (Supply Chain Management), ITSM (IT Service Management), HRSM (Human Resource Service Management), BPM (Business Process Management), PM (Project Management), and LMS (Learning Management Systems) to achieve remarkable outcomes.

But let’s dive deeper into other digital transformation use cases.

Digital Transformation Through Implementing an Enterprise Resource Planning (ERP) System:

Therap Services LLC provides documentation and communication software for the disability and healthcare industries. The company experienced many challenges due to its lack of real-time performance insights. This made it difficult for them to make informed decisions and identify areas for improvement. Furthermore, their limited cross-departmental communication resulted in inefficient operations due to the creation of data silos.

Before implementing Oracle ERP, Therap Services LLC faced several significant challenges that hindered their operational efficiency and decision-making capabilities:

To address the above challenges, they implemented Oracle (ERP).

By implementing Oracle ERP, Therap Services LLC aimed to overcome these challenges by integrating their operations onto a single platform, enhancing real-time data access, improving cross-departmental collaboration, and enabling more informed decision-making and strategic planning.

As a result of the ERP system, a single platform was able to centralize managing finances, procurement, and supply chain operations. Many manual processes were automated, resulting in reliable and consistent data, improved decision-making, and increased productivity.

Doing so allowed Therap Services to decrease manual errors, boost collaboration and communication between departments, and foster growth for their business. The new system gave the company real-time visibility into its performance, making it easier to identify areas for improvement. Communication and collaboration across departments also improved, leading to increased operational efficiency. 

Since then, Therap Services has partnered with Oracle to create HIPPA-compliant video library options for consumers: press release here.

Digital Transformation Through Implementing an IT Service Management (ITSM) System:

To manage its IT infrastructure and services, Deutsche Bank needed help. The consequences of disjointed systems and manual processes were slow response times, high costs, and low customer satisfaction. Deutsche Bank implemented ServiceNow’s ITSM solution to address these challenges, which offers a central platform for managing its IT services, including incident management, change management, and asset management. The ITSM solution automates manual processes, resulting in fewer errors and greater efficiency. 

Implementing an ITSM solution helped Deutsche Bank improve its IT operations in many ways. Firstly, it has allowed the bank to streamline its IT operations, resulting in faster response times and improved customer satisfaction. Secondly, the ITSM solution has provided real-time visibility into the bank’s IT infrastructure, allowing for better decision-making and more informed responses to changes in the IT environment.

Integrating Deutsche Bank’s existing systems with ITSM improved the overall customer experience, which led to increased competitiveness and growth for the bank. 

Another, well-documented real-world example of a successful ServiceNow ITSM implementation is that of Magellan Health, a Fortune 500 company specializing in managed healthcare and pharmacy benefits management.

ITSM Implementation at Magellan Health

Enterprise: Magellan Health

Industry: Healthcare

Challenge: Before implementing ServiceNow ITSM, Magellan Health faced challenges with their existing IT service management processes, which were manual, time-consuming, and not scalable. This inefficiency impacted their ability to deliver timely healthcare services and manage internal IT requests effectively, leading to increased operational costs and decreased employee satisfaction.

Solution: Magellan Health chose ServiceNow ITSM as their solution to modernize their IT service management.

Implementation Highlights:

Outcomes:

This example of Magellan Health’s implementation of ServiceNow ITSM illustrates the transformative potential of modern IT service management solutions in addressing operational challenges, improving efficiency, and enhancing service delivery within large, complex organizations.

Digital Transformation Through Implementing a Human Capital Management (HCM) System:

Relevant Read: 5 Steps for a Successful Huan Capital Management (HCM) System Implementation

Unilever, a leading global consumer goods company, faced challenges managing its global workforce from relying on disparate HR systems, leading to inefficiencies, delays, and low employee satisfaction.

It’s no secret that managing a global workforce is a complex and time-consuming endeavor. With employees in dozens of countries, each with its local laws and customs, it’s challenging to keep track of everything. That’s why Unilever decided to implement a Workday HCM solution.

By implementing the Workday HCM solution, Unilever managed its workforce more effectively, resulting in happier and more productive employees. The solution also allowed Unilever to understand its workforce better, leading to more informed decisions about its workforce.

Human capital management (HCM) solutions, such as Workday, eliminate many manual procedures, creating fewer mistakes and accelerating effectiveness. Additionally, it allows instantaneous insights into the organization’s global labor force, aiding in making better decisions and providing more informed answers to differences in the labor surroundings. 

The world is becoming increasingly interconnected, and the need for technology adoption has increased tenfold. We’re creating a new digital landscape in which businesses and consumers can seamlessly interact. Digitally mature companies are 26% more profitable than their less mature peers. 

A digital transformation can be a multi-year process involving changing how you do business. It is more than just data transformation and involves changing business processes, culture, and skills. It is a learning process for the people involved. Below, you’ll learn the 7 best practices for a successful digital transformation.

7 Best Practices for Successful Digital Transformation

Let’s delve into the essential strategies that organizations must adopt to not only survive but flourish in the digital era. From fostering a culture of innovation to leveraging data analytics and embracing agile methodologies, these best practices are the cornerstone of a successful digital overhaul.

1. Understanding the Organization’s Problem

The first step for a successful digital transformation is determining your organization’s business problem. Diagnosing and solving an organizational problem can be difficult. Too often, people try to solve the symptoms instead of the cause.

One of the American national banks–a subsidiary of a large multinational group–wanted to upgrade and modernize its planning systems to comply with data integrity regulations. Maintaining up-to-date forecasts, planning, and portfolio projections is essential for banks. It requires reliable data and oversight to make fast, informed decisions.

To ensure quality oversight, smooth enterprise decision-making, and real-time updates, they looked to the digital adoption platform, Apty, for assistance in driving their digital adoption process. With help from an enterprise DAP, the bank achieved its goal of training personnel and maintaining high data standards across its organization.

Having a vision for digital transformation can help people understand what is possible and how they need to change to achieve it. A common mistake is to focus on technology but ignores other areas, such as culture or business processes. A holistic approach to solving an organization’s problem reduces bottlenecks, resistance, and further potential issues during the digital adoption phase of digital transformation.

2. Hiring Experienced Talent

In a digital transformation, it is important to hire experienced talent. This is because there are many unknowns in the digital world, and the best way to solve them is by using their experience.

A veteran employee has a vast history of experience which can help any organization detect issues during your transformation process beforehand. These employees have the capability to eliminate digital barriers. Creating a feedback loop for them to be a part of is key to keeping communication and checkpoints open for them to share their insight. They can also help train other employees, who can guide others and quell initial fears about the unknown. Ensure success by giving these veterans a way to contribute and hold a strong role in the company’s growth. Experienced employees are more self-aware, multi-skilled, and adaptable, deliver more for less, and bring stability and expertise to your organization.

Suppose you don’t have experienced employees specialized in the transformation goal you want to achieve (software, personnel, learning & development, technology). In that case, it’s ok to get help outside your organization: consultants, vendors, partners, or former colleagues are all great resources. This 3^rd-party assistance can help you implement a learning management system, especially for complicated software deployed across an entire enterprise.

Utilizing Digital Skillsets for Digital Transformation

Satya Nadella, the CEO of Microsoft, is a great example of how to successfully introduce new technology into a workplace whilst making use of experienced and talented employees. Under Nadella’s guidance, Microsoft has undergone an impressive digital transformation; cloud computing and AI are at the heart of this. He has enabled his staff to lead the charge with this transformation – allowing them to bring their expertise to build new technologies for the market. For example, their Azure cloud platform, which rivals Amazon Web Services and Google Cloud, has become a key contributor to the business’s success. This is down to the veteran Microsoft personnel who knew their way around the company’s technology and could propel its presence in the cloud computing sector. Ultimately, Nadella’s strategy has seen Microsoft stay at the cutting edge of tech and remain competitive in an ever-evolving digital landscape.

Read more on how to successfully implement platforms like Workday, ServiceNow, Salesforce, MS Dynamics, and Oracle throughout your organization.

3. Developing Skills for Transformation

Every industry is disrupted by digital transformation, and companies need to adapt or risk being left behind. Enterprises are embracing digital technologies and transforming their businesses to survive and thrive in this new environment.

The Digital Skill Gap

But this is not an easy task. It requires a different set of skills. Companies need innovative, creative, and agile employees who keep learning and focusing on developing their skills to succeed in the digital age. Sometimes grit and eagerness to learn are better qualities in an employee than already possessing the needed skills the position requires. It’s about their growth potential and, therefore, the company’s growth.

The digital transformation of the workplace demands a set of skills to ensure its successful implementation. Employees should have technical proficiency, which simply refers to utilizing technology to support business objectives.

Digital literacy extends this notion and involves proficiency with various digital tools, platforms, and mobile devices, including emerging capabilities like AI image generation. Analytical thinking is also needed to use data effectively; employees must be able to turn insights into decisions.

As part of a successful digital transformation strategy, organizations must equip employees with intelligent tools that enhance productivity and creativity. AI-powered solutions, such as an ai image editor, enable teams to quickly create, refine, and optimize visual content without requiring advanced technical skills. By integrating such tools into everyday workflows, companies can streamline creative processes, reduce manual effort, and improve overall efficiency while maintaining high-quality digital output.

Collaboration is necessary given the cross-functional teaming aspects that accompany such transformations, while adaptability is imperative in high-velocity environments where technology can rapidly evolve. Finally, creativity helps new ideas flourish as solutions to existing challenges come forth.

Employee Growth Through Digital Transformation

If your employees are eager to learn, then help them grow. Invest in training, learning, development, and employee efficiencies that can increase productivity, employee engagement, and positive experiences with the newly introduced technology. If their skills are nurtured to grow with the new digital transformation initiative, then they are more likely to have increased buy-in, motivation, and interest in adopting the change.

Effective talent management is at the heart of any successful digital transformation—ensuring that your employees have the right skill set for the new environment that digital transformation brings. In fact, organizations with highly skilled employees are twice as likely to succeed in a digital economy than those who don’t invest in their people’s development.

Tip 1: Utilize a mentoring program. Read more about it in this Forbes article.

Tip 2: Implement an appropriate change management strategy.

4. Handling New Opportunities and Risk

The first step to digital transformation is to understand the risks involved. When a new challenge arises, companies and employees must evaluate the opportunities and risks to make an informed decision.

New technologies are mitigating and evaluating these opportunities and risks for you. For example, digital immunity systems reduce tech downtime by pooling cumulative data from analytics, operations, design, and development to identify, process, and resolve problems. Digital orchestration also allows data to be compiled, analyzed, and used to take action to reduce, mitigate, or prevent risks altogether. Predictive digital adoption platforms are also a wave of the future that can help with human errors during software onboarding, training, and change management processes.

But these new platforms do not negate the manual evaluation process needed when confronting a new digital transformation initiative. For example, when implementing an ERP like Workday or Oracle across an entire enterprise as a part of a business transformation initiative, you must weigh the opportunities and risks of this software rollout. Risks could include a failed digital transformation process due to unsuccessful software adoption. By weighing and addressing potential reasons for failed software adoption beforehand, you could mitigate these risks making them null and void. Failed software adoption could result from employee resistance, negative culture, lack of communication, or insufficient training in how to use the new software.

The opportunities of any implementation should outweigh the risks
A successful Workday implementation could result in:

It’s also important not to get too fixated on “a deadline,” as this can cause companies to lose sight of their goals and forget why they’re working towards them in the first place. Mishandling new opportunities and risks can lead to financial loss, missed opportunities, and even employee turnover, so taking the time to assess the situation and make plans is crucial.

5. Investing in the Right Technology

Learn more from CFO Journal article in WSJ–content by Deloitte–on Rethinking Technology Investments and How to Maximize the Impact of Technology.

In a Thomson Reuters survey, 70 percent of surveyed organizations said a top priority for them to cut costs is “using tech to simplify workflows and manual processes.” Investing in the right technology is crucial to achieving successful digital transformation. Technology investments can make or break a company’s ability to compete effectively in today’s fast-changing environment.

This means 

Digital transformation is not just a technology but also a change in business strategy.  In today’s digital world, companies need to be able to adapt quickly and effectively to changes in their industry. A successful digital transformation depends on how well you invest in technology.

6. Nurturing Culture for Change

Digital transformation depends highly on an organization’s culture: the workforce’s ability to understand and adapt to your digital transformation and any collateral changes.

Evaluating the current culture that your organization follows and redefining it to be open to change helps achieve digital transformation goals.

Open Security Culture ensures security awareness and knowledge sharing by making security practices and information accessible. It involves revealing policies, guidelines, best practices, and tools that foster collaboration and idea exchanges. Everyone benefits from Open Security Culture – individuals, organizations, and society as security posture results can improve through collective expertise and collaboration.

The challenge with culture change is that it’s not something that happens overnight. Changing company culture requires rethinking and even reorganizing initiatives, goals, and processes to achieve greater agility and responsiveness. With a company culture that is open, agile, flexible, and inspired by change, you can transform business processes, increase digital transformation, improve employee productivity, and in turn, grow your revenue.

Change Management Relevant Reads:

7. Communication is Key

An organization’s digital transformation is only as good as its communication. The ability to communicate the vision and purpose of the transformation is key to success. Everyone in the organization should know where to focus and how to work together toward a common goal. As leaders, we must set these parameters and communicate them clearly and concisely to inspire and motivate.

Clear and open communication helps build trust and relationships within an organization, which are essential to successful digital transformation. Talking about the digital transformation strategy and conducting employee training sessions helps them prepare for any such changes.  

Positive and Negative Examples of Enterprise Communication Tactics for Digital Transformation

One example of positive communication is Steve Jobs, renowned for his passionate and captivating talks, in which he conveyed Apple’s vision and values to the world. His distinct style of using uncomplicated language and personal stories left a lasting mark. Jobs also utilized technology, such as slideshows and live demonstrations, to emphasize his points and make them simpler to comprehend. With each of his talks, Jobs effectively articulated Apple’s brand image and laid out an encouraging base for the organization’s future success.

An example of a failed communication is of Twitter, Tesla and SpaceX CEO, Elon Musk, who has been no stranger to controversy due to his tweets and public statements. In 2018, a tweet sparked speculation about taking Tesla private without consulting the board or legal advisors; this caused significant financial and legal repercussions. Corporate leaders need to ensure their communication practices are discussed and reviewed with relevant personnel before disseminating information to prevent uncoordinated communications from causing expensive consequences.

Additional Resource: Diving Deep into Communication Skills — Elon Musk vs Steve Jobs

Today’s business leaders are looking for ways to make their organizations agile and more responsive to emerging opportunities and disruptions. The rapid pace of technological change is making it imperative that they develop a strong, clear understanding of where they are today and where they want to be in the future. Read more about some digital transformation examples that can help you understand how digitally mature enterprises have prioritized and successfully achieved digital transformation.

As technology continues to advance at a record pace, organizations are finding it difficult to keep up. Organizations must find ways to improve their services through digital transformation to stay competitive.

Digital transformation relies on a successful change management & digital adoption strategy. 

organizations face the monumental task of not just adapting to new technologies but fully integrating them into their core operations to stay ahead. Digital transformation best practices serve as a beacon for companies navigating this complex terrain, guiding them towards successful adaptation and growth. At the heart of this transformative journey lies the strategic utilization of Digital Adoption Platforms (DAPs), which have emerged as crucial tools in accelerating change management, ensuring comprehensive digital adoption, and fostering an environment ripe for digital transformation. These platforms are not merely tools but catalysts that propel companies towards achieving their digital goals, driving significant value across all facets of the organization.

Harnessing Digital Adoption Platforms: A Modern Strategy for Transforming Your Business

DAPs streamline the process of integrating new technologies by making them more accessible and understandable to all employees, regardless of their technical expertise. This accessibility accelerates the pace of change management, enabling organizations to quickly adapt to and embrace new technologies. Furthermore, by ensuring true software adoption, DAPs help maximize the return on investment in digital tools, ensuring that these technologies are used to their full potential and are driving productivity and efficiency improvements.

In essence, a Digital Adoption Platform is not just an enabler but the backbone of a modern strategy for digital transformation success, ensuring that businesses can evolve with the digital age rather than being left behind.

How Digital Adoption Platforms Accelerate Digital Transformation Best Practices

Digital Adoption Platforms (DAPs) and the true software adoption by employees play a pivotal role in realizing the potential of digital transformation within an organization. By integrating these tools and strategies, businesses can effectively address the core components of digital transformation best practices:

Understanding the Organization’s Problem

Hiring Experienced Talent

Developing Skills for Transformation

Handling New Opportunities and Risk

Investing in the Right Technology

Nurturing Culture for Change

Communication is Key

By focusing on these aspects, Digital Adoption Platforms and the genuine adoption of software by employees not only support but amplify the impact of digital transformation best practices within any organization.

The Digital Transformation Solution to Mitigate Resistance and Drive Success

As organizations chart their courses through the digital transformation landscape, the adoption of Digital Adoption Platforms stands out as a key strategy for success. By addressing critical best practices—ranging from understanding organizational challenges to nurturing a culture of change—DAPs play an indispensable role in facilitating a seamless transition into the digital era. They not only accelerate change management and software adoption processes but also enhance the overall value delivered by digital transformation initiatives. In the journey towards becoming a digitally mature company, leveraging the power of Digital Adoption Platforms is not just a strategic move—it’s a necessary evolution to thrive in the digital age.

Navigating the CRM Implementation Journey: Strategies for Sales Success

For businesses aiming to elevate their sales and customer management processes, implementing a Customer Relationship Management (CRM) system is not just an option; it’s a strategic necessity. Yet, embarking on the Customer Relationship Management (CRM) implementation journey can seem daunting. With careful planning, a clear understanding of the challenges, and strategic use of Digital Adoption Platforms (DAPs), organizations can turn this complex process into a catalyst for unprecedented sales growth.

The Strategic Imperative of CRM Implementation

CRM systems have become the backbone of effective sales strategies, offering many benefits that can transform how companies interact with their customers. Implementing a CRM system aligns your sales strategies with business objectives, facilitating improved customer interactions, enhanced data analysis, and increased sales efficiency.

Read More: CRM Implementation Process: 7 Steps for a Successful Implementation

Benefits of CRM Implementation: A Glimpse into Sales Success

The advantages of a well-executed CRM implementation are manifold. According to Salesforce, CRM applications can help increase sales by up to 29%, sales productivity by up to 34%, and sales forecast accuracy by 42%. These figures highlight the direct impact of CRM on enhancing sales outcomes and why its implementation is a pivotal step for businesses looking to scale their operations.

The CRM Implementation Process: A Roadmap to Success

Embarking on the CRM implementation journey requires a structured approach. From initial assessment to selecting the right system and through to execution, every step should be meticulously planned.