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Technical Readiness Gets Your ERP Live; People Readiness Gets You ROI

Enterprise resource planning (ERP) transformations promise a return on investment (ROI) that organizations won’t see without people readiness. Nearly half (45%) of ERP implementations don’t achieve their objectives, and seldom because of technology. Rather, they fail because the organization isn’t ready to receive, use, and adopt the ERP system. In this episode of Built to Change, Emma de-la-Haye, Engagement Director for Prosci Europe, and Amber Severson, Principal Change Advisor for Prosci North America, look at how people readiness enables ERP transformations to deliver ROI, transformation, results, and business outcomes. What go-live readiness looks like When organizations say “we’re ...

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How AT&T Prepared Its Workforce for AI: 6 Adoption Questions Answered

Most organizations investing in AI are spending significant money and not seeing a return. Our latest Prosci research across more than 1,500 workers found that motivation to use AI is nearly identical in organizations that are succeeding and those that are stalling. People want to use these tools. What separates results from failure is how organizations prepare and enable their workforce. Last month, I sat down with Stephanie Harvey, Principal Technology Strategist at AT&T, and Patrick Martin, Senior Customer Success Account Manager at Microsoft, for a panel-style webinar on this topic. AT&T had successfully scaled Microsoft 365 Copilot to more than 18,000 active users in six weeks, reaching a 96.4% sustained adoption rate among assigned users. Nearly 2,000 people attended the webinar, with lots of questions, some of which we were able to address on the call. If you want to listen to the full conversation, the recording is available on our website. I’ve also captured below the most frequently asked questions with more depth than we had time for on the call. How do you get a senior leader to care about change management without overwhelming them with the methodology? Stop leading with the methodology. Executives are focused on outcomes, and the most effective way to earn their attention and commitment is to frame the conversation around risk to their goals, not around the change management process you're planning to use. AT&T's team leveraged the Prosci Risk assessment to identify areas of risk and leveraged those insights in discussions with executives. Leaders seeing the cost of getting it wrong is more effective to drive alignment than being educated on methodology. Stephanie put it plainly: "Help them understand the risk of doing nothing and show them the specific outcomes their business unit needs. Make the sponsorship feel like a leadership role, not just an ask." A few practical notes from what AT&T did: bring options to that conversation, not a finished plan. Leaders who help shape the approach own it differently than those who are asked to approve it. How do you define adoption, and how do you know when it's real? AT&T’s initial measure was at least one active Copilot use within a 30-day window, which they monitored daily. That definition gave the team something specific to manage, and daily monitoring enabled them to intervene quickly when usage dropped, rather than discovering the problem weeks later. We received several questions asking whether active usage is really adoption or just a usage indicator, which is a fair challenge. Real adoption shows up as sustained behavior change. Usage that builds over time, spreads across the tool's capabilities, and holds without constant reinforcement. Stephanie was clear that active usage was the floor, not the ceiling, and her team used surveys and focus groups to gather more usage information. How did you handle employee resistance, especially fear of job displacement? AT&T saw minimal broad-based resistance, but job displacement fears and other concerns about the environment and the ethical use of AI surfaced in pockets. For any organization, especially one as large as AT&T, the best approach to managing these concerns is to route them to the team lead or manager. When employees raised questions the change team wasn't positioned to answer on the company's behalf, Stephanie's team pointed them to the company's official stance on AI and gave supervisors specific talk tracks to use with their teams. "With change management, you've got to be careful as a practitioner," Stephanie said. "Not everything is yours to solve." One of the key messages delivered during this rollout was that workers who build AI proficiency now will be more marketable than those who don't, which did contribute to an increase in training attendance. How do you build the ROI story when you don't have the numbers yet? Most organizations make one or two mistakes here: they either wait too long to start building the story, or they manufacture numbers too early to satisfy executive pressure. Both create credibility problems. Stephanie set honest expectations upfront, then built the methodology before she had the results. In the early months, the team ran surveys and focus groups, asked employees to estimate time saved on specific tasks before and after Copilot, applied AT&T's loaded labor rate to translate that into financial terms, and cross-referenced everything against Microsoft's usage dashboard. The result was a conservative number with a clear, auditable methodology. "Leaders trust you if they can understand how you got there," Stephanie said, "far more than they trust some big number without a story behind it." What makes an AI rollout structurally different from other technology changes? Several things make an AI rollout structurally different from other technology changes, and underestimating them is where most organizations get into trouble. First, the nature of the change itself is different. Most technology rollouts ask people to learn a new system or process with defined inputs and outputs. AI tools, especially generative AI, ask people to develop judgment about how and when to use them, how to evaluate the outputs, and how to integrate them into work that often doesn't have a clear before-and-after. That's a fundamentally different kind of learning. Prompt engineering is a skill that develops over time through practice and experimentation, and needs vary significantly by role. AT&T ran more than 200 live training sessions, with dedicated sessions on prompt engineering, because one-size training wasn't sufficient. Second, the emotional stakes are higher. Prosci's research found that organizational change management, specifically resistance to change and user adoption challenges, is the single largest barrier to enterprise AI adoption, representing nearly a third of all executive-reported challenges. Job displacement fears are real and widespread. They don't disappear because leadership issues a reassuring message. They require sustained, honest communication at the right level, with the right people, over time. AT&T saw this directly. Addressing it required routing those conversations to supervisors with specific talk tracks, not managing it from the change team. Third, the pace of change won't slow down. Whatever playbook your organization builds for one AI tool will need to flex as the tools evolve. That's exactly why methodology matters more than platform familiarity. A team that understands how to move people through Awareness, Desire, Knowledge, Ability, and Reinforcement can apply that framework to whatever comes next. A team that built a Copilot-specific rollout plan will be rebuilding it in a matter of months. Is it too late to introduce structure if your organization has already started informally? No. But the approach changes depending on where you are. If AI use is scattered and informal, the first priority is understanding what's actually happening. Which groups are using which tools, for what, and with what results? That picture shows you where the highest-value opportunities are and where the biggest risks are quietly accumulating. From there, the work is largely the same as it was at the start: build executive alignment, map your personas, address Awareness and Desire before pushing more Knowledge and Ability, and put structural reinforcement in place so adoption doesn't depend on individual motivation. The difference is that you're working with an existing reality rather than a blank slate, and that reality includes employees who may have formed habits, positive or negative, around AI tools already. One thing you should avoid is launching a formal program that feels like a correction of what employees were already doing, which will likely encounter resistance. The better framing is that the organization is now investing in making what's already started more effective, more supported, and more connected to business outcomes—which is true. The structure exists to make the work better and communicating it that way is what brings people along rather than putting them on the defensive. It is never too late to introduce the structure. Your workforce is ready What our latest research shows, and what AT&T demonstrated, is that business results from enterprise AI initiatives come from the model you build around organizational change, and a people-focused approach is critical to drive outcomes from AI investments. If you're facing these same questions in your own organization, a Prosci consultant can help you apply this thinking to your specific rollout.

Inside AT&T's Copilot Rollout: How 18,000 Employees Adopted AI in Six Weeks

Most organizations investing in AI are spending significant money and not seeing a return. Prosci's research across more than 1,500 workers found that motivation to use AI is nearly identical in organizations that are succeeding and those that are stalling. People want to use these tools. What separates results from failure is how organizations prepare and enable their workforce. AT&T scaled Microsoft 365 Copilot to more than 18,000 active users in six weeks, reaching a 96.4% sustained adoption rate among assigned users. Last month, Stephanie Harvey, Principal Technology Strategist at AT&T, and Patrick Martin, Senior Customer Success Account Manager at Microsoft, joined us for a webinar to share how they did it, and why leading with the people side of change made the difference. Watch the full webinar below, or continue reading for the recap. Curious about the specific questions AT&T's rollout raised about resistance, ROI measurement, and adoption metrics? Read the practitioner Q&A. What AT&T did differently Four decisions shaped the outcome of AT&T's Copilot rollout, starting with how they framed the change itself. AI adoption is not a standard technology rollout AT&T came into the Copilot rollout with 20,000 initial licenses, and facing considerable change fatigue, organizational governance requirements, and an internal AI platform already in employees' hands. The most important decision early on was recognizing that a standard technology rollout model would not work. As Stephanie put it: "If your change management strategy looks the same as any other software deployment you've been a part of, you're going to have to stop and recalibrate." Executive sponsorship for AI adoption was a key input Prosci’s research shows that active and visible sponsorship is the single strongest contributor to change success, and our 2026 “State of AI Adoption” Study found that coalition-building behaviors showed the strongest statistical association with enterprise AI adoption of any executive behavior measured. Because AT&T Leadership helped shape the plan, they were invested in the outcomes and owned it differently when questions arose later from teams about the pilot, including who was getting Copilot access and why. The Prosci ADKAR® Model was the foundation of their AI rollout AT&T built their Copilot rollout around the ADKAR Model. This was critical at each stage from persona mapping that determined who got what support and when, to more than 200 live training sessions, AI ambassadors embedded in each business unit, and daily usage monitoring that enabled real-time course correction. Patrick shared the principle behind the execution: "The methodology is the asset, not the tool. AT&T didn't win because they picked Copilot. They won because they applied Prosci's framework rigorously." Structural reinforcement kept AI adoption from stalling Two key decisions prevented the typical post-launch drop-off. AT&T communicated with employees who didn't yet have licenses from day one, so no one was left to disengage quietly. In other words, with people focused approach they communicated with everyone, not only those actively in the pilot. And they built accountability into the structure: 30 days of non-engagement triggered outreach; 45 days moved the license to the next person in the queue. Reinforcement was a structural component of the change plan. The ROI story required honesty before it required numbers One of the biggest challenges we hear is how do we capture the ROI? What’s unique about the AT&T rollout was expectation setting up front with leadership that this is new, and we won’t know what the ROI number is right away. That expectation-setting created space to gather real data. Over three months, the team combined employee surveys, focus groups, before-and-after time estimates, AT&T's own cost model, and Microsoft's usage dashboard into a conservative, fully traceable number. That created a data-informed approach to measurable ROI and led directly to the program expanding from 20,000 licenses to 60,000. How organizations can move forward with AI rollouts Business results from enterprise AI initiatives come from the model built around organizational change. AT&T's rollout worked not because of the platform they chose, but because they applied a rigorous, people-first framework to prepare their workforce for it. If your organization is investing in AI and wants a rollout that looks more like AT&T's than the ones that stall, connect with a Prosci consultant to explore what a people-first AI adoption strategy looks like for your organization.

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Why Projects Fail: Common Causes and How to Prevent Project Failure

Projects fail more often than organizations like to admit, and rarely for one reason. Missed deadlines, budget overruns, and low adoption rates are symptoms of deeper issues: poor leadership, inadequate planning, ineffective communication, and a lack of change management.Understanding why projects fail is critical for improving project outcomes and avoiding repeat mistakes. By addressing both delivery and the human side of change, teams organize and complete projects that deliver lasting value and build change-ready organizations along the way. In this guide, we explore the most common causes of project failure, the role of change management in project success, and practical steps organizations and project managers can take to reduce risk and achieve the outcomes they hope for in every new initiative. × Overcome the 4 most common project management challenges The Importance of Understanding Project Failure Understanding why projects fail is critical to preventing similar situations in the future. When organizations look beyond surface-level issues, such as missed timelines and budget overruns, they can identify recurring root causes and address them proactively through systemic changes. This insight allows project managers and teams to plan more effectively, communicate risks earlier, and increase the likelihood of project success with each new initiative. Assessing project failure also builds credibility and trust with stakeholders. Openly acknowledging what went wrong strengthens transparency, improves communication, and aligns teams around more realistic expectations. Most importantly, it enables organizational learning, turning failed or struggling projects into valuable development opportunities that build stronger, more resilient teams. 8 Common Causes of Project Failure Project failures rarely stem from a single issue. Understanding the most common causes of project failure helps organizations recognize early warning signs and take corrective action to get the project back on track. 1. Poorly defined goals When project goals are vague, conflicting, or poorly understood, teams lack a common goalpost to work toward. Without clear objectives and a shared definition of success defined in the project charter, team members may struggle to prioritize the project alongside other responsibilities, make well-informed decisions, or measure their progress. Over time, ambiguity leads to significant gaps in misalignment and wasted effort. 2. Scope creep No project is immune to scope creep. When stakeholders add requirements without a proper evaluation or approval process, scope creep occurs, even when the additions are small. Despite good intentions, unmanaged scope changes can increase complexity, deplete resources, delay schedules, and introduce unforeseen or missed dependencies. Without strong governance, slight changes accumulate into significant project delivery risk. 3. Inadequate planning and unrealistic timelines Compressed project schedules and insufficient planning create undue pressure, undermining high-quality outcomes and team morale. When teams set project timelines without accounting for factors such as dependencies, risk management, and organizational readiness, they end up executing reactively and under pressure. This often results in rework, missed milestones, and burnout. 4. Weak leadership Too many leaders make the mistake of initiating or assigning a project and removing themselves from the picture, expecting teams to complete the work in their absence. But projects need visible, engaged leadership to provide direction, make timely decisions, and remove barriers. Weak sponsorship and unclear accountability leave teams without the necessary authority to resolve issues and keep the project moving. 5. Communication breakdown Poor communication leads to misaligned expectations, confusion, risks, and frustration among project team members. When stakeholders miss or don’t receive essential updates, they get left behind. When project updates focus solely on tasks and timelines, stakeholders may disengage without a clear understanding of the project's purpose and impact. Communication gaps amplify uncertainty and resistance. 6. Lack of stakeholder engagement When project managers and teams exclude stakeholders from planning and decision-making, teams miss critical insights and inevitably create resistance. Stakeholder engagement is a necessary foundation for starting the project off right. Plus, engaged stakeholders are more likely to support the project and adopt new ways of working when teams include them from the beginning. 7. Insufficient project resources Under-resourcing projects in staffing, skills, or time hinders the team’s ability to deliver successful project results. While a conservative resourcing approach might feel like a win from the project budget perspective, these decisions often do more harm than good. Competing priorities and overloading team members increase errors and lead to severe burnout. Resource constraints rarely reveal themselves until delivery is already at risk. 8. Inflexibility in change Projects fail when organizations treat plans as fixed, even as conditions evolve. Inflexible project planning limits the team’s ability to respond to new information, emerging risks, or shifting business priorities. At the same time, inflexibility in managing change, such as ignoring feedback and assuming people will adapt without an effective change strategy, increases the chances of project failure. Successful projects balance discipline with adaptability, adjusting plans as needed while supporting people through change. How Change Management Impacts Project Success Change management has a direct, measurable impact on project success when teams integrate change management with project management from the outset. While project management focuses on the technical aspects, change management ensures that people affected by the project's changes are prepared to embrace them. A change management approach provides a structured methodology to help individuals transition from the current state to the desired future state. This involves preparing, equipping, and supporting individuals to adopt and use the changes effectively, driving organizational results by engaging employees and inspiring them to adopt new ways of working. Prosci’s Unified Value Proposition model is effective for positioning change management and defining its critical contribution to project and organizational outcomes. The Unified Value Proposition Finally, change management helps teams identify and address resistance to change, enabling smoother transitions and better project outcomes. Projects succeed only when employees change how they work, and change management works alongside project management to increase the chance of success. How to Avoid Project Management Failure Avoiding project failure requires intentional focus and dedication to the technical and people sides of change. While no project is risk-free, organizations that prevent and address common causes of failure early are more likely to achieve better project outcomes. Consider these best practices for avoiding project failure: Define success early – Establish clear objectives and success criteria from the start. Engage stakeholders in defining success and ensure alignment with organizational goals. The 4 P’s Exercise can jumpstart a discussion on change management and why it’s critical for project success. Plan realistically – Develop a structured plan that is realistic, flexible and sustainable. Break projects into manageable phases with clearly defined milestones to recognize and celebrate short-term successes. Engage stakeholders continuously – Build alignment and ownership across stakeholders around a common definition of success. Involve key stakeholders and sponsors early in the project to clarify roles and expectations, both from a technical and change management perspective. Communicate relentlessly – Project managers must start communication early and involve all key stakeholders. Frequent, transparent communication keeps teams aligned and reduces uncertainty. Use structured, innovative communication plans to ensure clear, concise, and frequent communication. Adapt to change – Remain flexible, recognizing that project objectives may shift for various reasons, and use the project’s defined success criteria to guide the work and assess shifting objectives. Prosci’s PCT Model helps teams ensure clarity and alignment on project objectives, enabling organizations to achieve better outcomes. Invest in people, not just plans – Projects succeed when people are prepared to adopt new ways of working. And teams build organizational readiness and change resilience by prioritizing the people side of change. Change-ready organizations equipped with change management expertise are 7x more likely to succeed on must-win projects. Change done right, no matter the project, is critical to business agility. Partner with Prosci when you don’t want your projects to fail because we’ve spent over 25 years studying how organizations and people thrive through transformation. FAQs What is the most common reason projects fail? Typically, multiple factors contribute to project failure, including unclear goals, misalignment among stakeholders, and insufficient budgets and resources. The reasons projects fail also depend on the type of project. For example, technology projects fail because the project isn’t defined enough, there is a lack of leadership and accountability, communication is inefficient, timelines are poor, there is no user testing, or teams are trying to solve the wrong problem. Can agile prevent project failure? Agile can reduce certain project risks related to inflexibility by promoting flexible planning, incorporating feedback, and using incremental delivery. But agile can never entirely prevent project failure, as using agile alone doesn’t address critical success factors such as stakeholder engagement and alignment, or effective communication. Without strong leadership and sponsorship, stakeholder engagement, and a change management approach, projects can still fail, even in agile environments. How often do projects fail? While project failure rates vary by industry and project type, Prosci’s research shows that projects with excellent change management are 7x more likely to achieve their objectives than those with poor change management. This finding highlights the importance of following a structured yet adaptable change management approach to reduce the frequency and severity of project failure. Correlation of Change Management Effectiveness With Meeting Project Objectives What role does change management play in preventing project failure? Change management addresses the people side of change, a necessary aspect of helping individuals move from the current state to the future state. An intentional, well-defined approach to managing change, such as the Prosci Methodology, provides the structure needed to stay on track. It allocates sufficient time for meaningful activities and creates space to identify and address gaps throughout the project lifecycle, addressing risks before the project fails. Why is leadership support crucial for project success? Prosci research shows that projects with extremely ineffective sponsors were only 27% likely to meet their objectives, compared with 79% with extremely effective sponsors. Having a positive leader who actively guides the organization through change and is visibly involved throughout its lifecycle has been the top contributor to success rates since 1998. Correlation of Sponsor Effectiveness With Meeting Objectives

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5 Strategic Decisions for Building Organizational Change Capability in 2026

Twenty-six percent. That's the success rate for transformations that improve performance and sustain results. For enterprise leaders finalizing 2026 budgets, the question isn't whether transformation will happen—it's whether your organization can execute it.Market conditions leave no room for failure. Organizations are running multiple high-stakes transformations simultaneously while 53% of employees report feeling overwhelmed by too much change happening at once. The executives who succeed won't be those who predict the future most accurately. They'll be those who build the capability to adapt quickly regardless of what emerges. We interviewed Prosci's executive leadership team—spanning finance, operations, people, and regional leadership—to understand how they guide enterprise clients through this challenge. Their collective insights reveal five strategic decisions that separate transformation success from budget waste. × × Can You Afford Your Change To Fail? 1. Fund Change Capability Like Infrastructure, Not Projects Most organizations treat change management as a variable project cost. But this approach fails when facing an uncertain 2026 landscape where strategic priorities may shift mid-year. Prosci research shows the financial impact of this decision. Organizations executing excellent change management practices see an 88% success rate in meeting project objectives, compared to only 13% for those with poor change management practices. The difference represents significant value at stake. Correlation of Change Management Effectiveness with Meeting Objectives "No matter what those bets are, they still require that people are changing to actually make that come to life," explains Romona Brown, President of Prosci North America. "That is the piece that's consistent. The adoption still needs to happen to actually get to the ROI." Michelle Haggerty, Prosci's COO, cuts to the core of how executives should reframe this investment: "It's not what can we afford, but how can we afford not to. More now than ever, transformation is happening every single day. It's incredibly important to put intentionality in your relationship with your project management and change management office." Building baseline change capability delivers measurable financial benefits. Once established, it reduces per-project investment while accelerating time-to-value. Organizations avoid starting from zero with each transformation and instead leverage existing organizational muscle memory. 2. Plan for Dual Transformation Realities The transformation challenge has fundamentally changed. Organizations now face continuous AI-driven change alongside discrete strategic projects. A single approach to resourcing and planning won't address both effectively. "You have to do both," says Laura McGann, Chief People Officer at Prosci. "You have to do the ongoing continuous transformation and then you have to get really clear on must-win projects. They overlap 100%, but you actually treat them differently." Haggerty reinforces why this distinction matters: "Transformation isn't about structure and processes. That's a key component, but it's also about behaviors and mindsets. The best leaders really focus on the people side of it and really where execution comes to life is through those humans and their adoption." Business-as-usual changes require workforce adaptability—AI is reshaping daily work, regulations are evolving, market forces are shifting. These changes demand different resource allocation and planning than structured transformation projects like ERP implementations or organizational redesigns. Organizations that apply the same strategy to both underperform on both. 3. Consider People Impact During Budget Planning The sequence matters. Organizations that assess people impact during project planning—not after technology selection—build realistic timelines and avoid late-stage budget overruns. Prosci research on change management maturity shows a clear difference in outcomes based on timing. Organizations that incorporate change management practices from the outset experience a greater success meeting their objectives than those that treat it as an afterthought. Correlation of When Change Management Begins with Meeting Project Objectives "We see in very mature organizations that early into the process as they're planning out initiatives, they're considering the people side impact," notes Randy Herrera, EVP of Global Growth at Prosci. "We also know from our research that change management mature organizations have a higher degree of success on their initiatives." When we asked what sets successful executives apart in their planning approach, Haggerty was direct: "They're really looking beyond the milestones and focusing on outcomes and adoption. Where I see leaders struggle is when they underestimate that human element around adoption." Early adoption planning prevents late-stage budget overruns and schedule delays. The business case is clear. 4. Develop Leaders as Change Capability Multipliers Leadership requirements have evolved beyond traditional project management. Leaders now navigate continuous market change while executing transformation initiatives simultaneously. Prosci research demonstrates the multiplier effect of leadership engagement. Organizations with active executive sponsorship and visible leadership support report a 73% success rate in their change initiatives, compared to only 29% for those lacking such support. Correlation of Sponsor Effectiveness With Meeting Objectives McGann emphasizes this shift: "Being a leader, you are managing that ongoing continuous transformation and change for your team members. Leaders really have to understand that both of those are going to co-exist going forward." When we asked what leadership capabilities matter most during transformation, Haggerty identified three critical components: "Active and visible sponsorship throughout the entire transformation. Building a coalition—making sure that return you're hoping for is a team sport, not something individuals achieve in silos. And communication. Why, why now, what if we don't. Continually repeating those at different elements and milestones." Change-capable leaders become force multipliers who enable adoption across multiple initiatives simultaneously. This approach scales capability without proportional resource increases. 5. Measure Adoption in Real Time, Not Just at Project End CFOs increasingly focus on transformation ROI, but many lack the data and metrics connecting adoption levels to business outcomes. "Getting buy-in across the organization is so important," explains Shelley Pino, CFO at Prosci. "If people don't believe, you are constantly vying for resources and dollars. It's not the most fun place to send your money." Real-time adoption tracking enables course correction before problems compound. Organizations can identify resistance early, adjust approaches mid-stream, and demonstrate incremental value to maintain executive support and resource commitment. Haggerty adds a critical operational perspective: "There's a high level of expectation around data and metrics to measure adoption in real time, not just at the end. That's a key component of successful transformation. You're seeing those adoption metrics, you're seeing return on investment metrics throughout the life cycle, not just hoping they'll be there at the end." Organizations that measure adoption iteratively throughout the transformation lifecycle protect their investments and capture value faster. Turn Change Capability Into Competitive Advantage The organizations thriving in 2026 will be those that invested in change capability during their 2025 planning cycles. They understand a fundamental truth: building change capability isn't about managing individual projects more effectively. It's about organizational resilience that converts uncertainty into competitive advantage. As Haggerty puts it, "You need some space to build in the unpredictable because we know for sure it's coming. We just don't know when or what it will be." The 2026 planning window is closing. Executives who invest in change capability now will lead from strength while competitors scramble to adapt. Prosci's proven methodologies and enterprise solutions help organizations turn the people side of change into a strategic asset. These insights come from conversations with Randy Herrera (EVP Global Growth), Laura McGann (Chief People Officer), Shelley Pino (CFO), Romona Brown (President, Prosci North America), and Michelle Haggerty (COO) conducted in September 2025.

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Build Organizational Resilience: A Strategic Capability for Navigating Change

As today’s business leaders and organizations face continuous transformation driven by new technologies, evolving customer expectations, shifting economic realities, and shifts in workforce preferences, organizational resilience is a necessity rather than a trend. In this article, we explore organizational resilience and strategies for developing resilient teams that view change as an opportunity. What is Organizational Resilience? Organizational resilience refers to an enterprise’s ability to adapt and thrive in the face of change. It’s what allows teams to remain focused, deliver results, and grow stronger through disruption, rather than feeling derailed by it. Building this capability emphasizes the value in equipping employees to respond with confidence, agility, and purpose when change inevitably occurs. Core Pillars of Organizational Resilience Building organizational resilience involves strengthening the core capabilities that allow teams to respond effectively to change. These core pillars create the foundation of a resilient organization: Leadership and vision Organizational resilience requires competent change leaders who can effectively guide professionals through the change process. Leaders who communicate a clear vision and model adaptability set the tone for how the rest of the organization responds to disruption. When employees understand the why behind changes and feel empowered by leaders navigating uncertainty with purpose, they’re more likely to stay aligned and motivated through transformational change. Culture and employee engagement Employee engagement fuels resilience. When people believe in the organization’s mission and trust leadership, they can overcome challenges together. Healthy cultures prioritize ongoing communication, employee recognition, and opportunities for providing feedback and feeling heard. When resilience is part of an organization’s culture, every hire becomes an opportunity to strengthen the team’s capability to navigate change. Adaptability and innovation Resilient organizations view change as an opportunity for growth rather than a threat to stability. They encourage continuous learning, experimentation without fear of failure, and cross-collaboration. When teams embed adaptability into their organization’s DNA, new ideas and improvements emerge naturally, even in uncertain times. Risk management and preparedness While it’s impossible to anticipate every disruption, resilient organizations prepare for the unexpected by identifying risks early and developing flexible response plans. Effective risk management fosters change readiness, encompassing organizational readiness, open attitudes toward change, and individual readiness. When challenges arise, resilient organizations can adjust course quickly and maintain momentum without losing sight of their business goals. Building Organizational Resilience Organizations build and strengthen resilience through deliberate actions, including developing the systems, skills, and structures that support adaptability. Here’s how: 1. Assess your organization’s current capabilities Conducting a thorough assessment of your organization’s strengths, opportunities, and change readiness provides baseline metrics of current resilience and identifies areas for focus. This includes evaluating leadership commitment, communication effectiveness, employee readiness, and the maturity of your change management practices. Change readiness is a strategic advantage for organizations of all kinds. 2. Develop crisis management plans Preparedness reduces uncertainty. Crises that have significant organizational impacts range from natural disasters and socio-cultural events to market shifts and economic downturns. Establishing crisis management and business continuity plans enables organizations to respond quickly and effectively when disruption occurs. The goal is not to create a perfectly laid-out plan, but rather to identify critical components, including key decision-makers, communication plans, and the proper course of action when managing rapid change in a crisis. 3. Invest in technology and infrastructure Having the right systems and technologies in place is a powerful enabler of resilience, especially during times of crisis. Modern, flexible systems support remote and hybrid work, data-driven decision-making, and cross-functional collaboration. That’s why many organizations are prioritizing digital transformations. Investing in an infrastructure that can scale, adapt, and help employees stay connected and operational under changing conditions is crucial for navigating the unexpected. 4. Train and empower employees Change is inevitable, but with the right approach, it’s always an opportunity. Ongoing training and skill development help employees build confidence in navigating change, solving problems, and adopting an open-minded approach to change. Empowered employees adapt to and drive change. When individuals feel equipped, trusted, and empowered, the organization as a whole becomes more capable of thriving in uncertain times, and the company develops strong human capital. Strategies for Sustaining Resilience Sustaining resilience requires ongoing attention and commitment beyond the initial stages of building the foundations. Resilient organizations view change as a constant and maintain their resilience by integrating learning, communication, and support into their daily operations. The following strategies help develop organizational resilience and human capital as a lasting capability: Strengthen communication and relationships with transparency and clarity Communication and trust are at the core of both successful change and sustained resilience. The Prosci ADKAR® Model – Awareness, Desire, Knowledge, Ability and Reinforcement – puts people at the center of change and highlights clear, transparent, and consistent communication throughout every stage of the individual change process. Prosci ADKAR Model Strengthening communication channels between leaders, managers, and employees helps maintain alignment and engagement, especially during ongoing transformation, creating trusting relationships to navigate uncertainty together. Build strong relationships among teams to create a supportive network during times of change and transition. Implement robust support systems Robust support systems ensure that employees have the necessary resources to adapt successfully. Provide resources for employee well-being, such as mental health support and coaching. Develop a structured transition plan by following a change management framework, such as the Prosci Methodology, to guide employees through changes and ensure they have the necessary support and resources. Foster a culture of continuous learning Sustained resilience depends on an organization’s ability to learn quickly and adapt to the pace of change. Business leaders play a key role in fostering learning cultures by modeling curiosity, encouraging reflection, and celebrating growth and improvement. Encourage ongoing training and development to enhance skills related to adaptability and problem-solving. Additionally, embedding flexibility into daily operations, encouraging experimentation without fear of failure, and implementing feedback mechanisms ensure that learning occurs throughout the change process. Benefits of Organizational Resilience When organizations invest in building and sustaining resilience, they reap both short and long-term benefits, including: Enhanced adaptability to change – Organizations that prioritize resilience are better equipped to respond to challenges such as supply chain disruptions, talent shortages, and shifts in customer demand, all of which can have a lasting impact on operational continuity. Improved employee engagement and retention – A resilient organization fosters a supportive work environment with higher levels of engagement, job satisfaction, and loyalty, ultimately reducing turnover. Long-term competitive advantage – By effectively managing risks and capitalizing on opportunities, resilient organizations can outperform competitors and achieve long-term success. Challenges in Building Organizational Resilience While the value of organizational resilience is clear, achieving it can be a complex process. Many organizations face obstacles that limit their ability to respond effectively to change. Challenges to prepare for include: Resistance to change – Resistance is a natural human reaction to change. Prosci research shows that preventing resistance to change is more effective than addressing it reactively. Strong sponsorship, effective communication, and addressing cultural barriers can help mitigate resistance. Resource constraints – Competing priorities and teams stretched too thin often lead to change saturation, which occurs when disruptive changes exceed an organization’s capacity to adopt them. To overcome this, leaders must prioritize strategically, allocate resources intentionally, and integrate change management into existing processes rather than treating it as an add-on. Balancing stability and innovation – Organizations must find the right balance between stability and innovation that works best for their teams. Strengthening leadership alignment and organizational readiness ensures that innovation occurs within a framework that supports people through change, not one that overwhelms them. Case Studies in Building Organizational Resilience We have a philosophy of building organizational resilience to make you stronger for every future change. Here are some examples of how Prosci can help your organization become more resilient. Building organizational change capabilities following a crisis Following the COVID-19 pandemic, employees at The Washington State Department of Health faced overwhelming burnout, turnover, and change fatigue. With a focus on building executive commitment and support, creating lasting change management capabilities, and helping the department regain momentum, Prosci developed a comprehensive strategy to support these capabilities. This enabled the department to embed change management principles and processes into their daily work, building a change-ready team for the future. A more agile and resilient organization Oregon Lottery embarked on a transformational journey involving a series of significant change initiatives. By engaging Prosci as a trusted partner for change, delivering formal change management training to employees, and leveraging Prosci’s structured approach to change, Oregon Lottery became future-ready. The team encountered fewer barriers to adoption, achieved higher levels of employee participation and adoption of new systems, and achieved a 95% participation rate in their engagement survey. Organizational Resilience Best Practices and Key Takeaways The most resilient organizations take a strategic, intentional approach that weaves resilience into every layer of how they operate and lead change. They: Embed resilience into strategy – Integrate resilience thinking into strategic planning, risk management, and decision-making processes to embed it into the organization’s identity. Commit to continuous learning and adaptation – Encourage teams to evaluate outcomes to strengthen organizational change maturity and agility over time. Align resilience with organizational goals – When resilience initiatives align with what matters most to the business, they gain leadership support, employee buy-in, and measurable impact. Building Change-Ready Organizations for What’s Next Organizations that weave resilience into their strategy, culture, and leadership practices position themselves to thrive in the face of constant change. By equipping people with the necessary tools, mindsets, and support, leaders can transform uncertainty into opportunity. The future belongs to those who are change-ready.

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Prosci Certification vs CCMP: Why You Need Both

Are you choosing between Prosci Change Management Certification and the ACMP® Certified Change Management Professional™ (CCMP™) credential? It's not an either-or decision—these credentials serve complementary roles in your professional development journey, not competing alternatives. Understanding how they work together creates a more powerful career advancement strategy than viewing them as an either-or decision. Prosci vs. CCMP: Understanding What Each Provides Prosci Change Management Certification provides methodology training with a research-based framework for managing organizational change. This change management training course delivers: Practical application of the ADKAR® Model and Prosci Methodology to real projects Immediately actionable skills and tools for change management A change management plan template and hands-on experience 23 hours of qualifying education toward CCMP requirements CCMP validates your professional experience through rigorous credentialing. This credential signifies: Demonstrated experience applying change management across multiple projects and contexts Adherence to industry best practices as defined by ACMP's Standard for Change Management© (Standard©) Commitment to ongoing professional development (60 hours every 3 years) Professional credentialing and industry recognition The key distinction is that Prosci Change Management Certification provides training and methodology, while CCMP provides professional credentialing and industry recognition. Prosci focuses on skill-building and practical application, while CCMP validates professional experience through rigorous assessment based on ISO standards. This makes Prosci Certification a strategic step toward achieving your CCMP, as it provides the qualifying education credit required for credentialing eligibility. How ACMP's Standard Connects to Prosci Certification ACMP's Standard for Change Management takes a method-neutral approach, defining generally accepted practices and processes without prescribing specific tools or templates. This means the Standard describes what effective organizational change management looks like without dictating exactly how to achieve it. The Prosci Methodology aligns with this Standard while providing the specific "how"—the concrete tools, templates, and step-by-step processes that make the Standard actionable. Where the Standard might describe the importance of evaluating change impact and organizational readiness, Prosci provides the 10 Aspects of Change Impact. When the Standard outlines developing change management plans, Prosci offers the ADKAR Blueprint to structure individual change planning and Proxima as a comprehensive web application to guide practitioners through applying the methodology systematically. This alignment is why Prosci maintains Qualified Education Provider™ (QEP™) status with ACMP. Our Change Management Certification Program meets the Standard's requirements for change management education while delivering practical methodology training that prepares you to apply those standards in your organization. How Prosci Certification Supports Getting Your CCMP Many change professionals already have experience managing organizational transitions before pursuing Prosci Change Management Certification. They see certification as an opportunity to formalize their approach with a proven methodology and gain access to research-backed tools that strengthen their current work. When you're ready to pursue professional credentialing, Prosci and CCMP work as complementary stages in your career development: Step 1: Prosci Certification for methodology foundation Whether you're new to change management or have been managing change projects for years, Prosci Certification provides a research-based framework to strengthen your approach. This program teaches you to apply the Prosci Methodology to a current project you're working on, giving you structured tools to enhance your existing practice. The program provides 23 hours toward the 21-hour education requirement for CCMP and Prosci's QEP status ensures our program aligns with ACMP's Standard for Change Management, positioning you for future credentialing while immediately improving your current organizational change management effectiveness. Step 2: Apply skills and gain experience Use what you learned in your Prosci change management course to manage change projects in your organization successfully. Whether building on existing experience or starting fresh, our methodology provides a structured approach that helps you deliver consistent results while building the documented track record of successful change management application required for CCMP eligibility. Step 3: CCMP application and credentialing Once you have sufficient experience applying change management practices—including those learned through Prosci training—you're positioned to apply for CCMP credentialing. Your experience using Prosci Methodology demonstrates adherence to the practices outlined in ACMP's Standard. The application undergoes assessment, and the exam is conducted in English. Step 4: Ongoing Professional Development CCMP requires 60 hours of continuing education every three years. Prosci's Model Mastery programs and other advanced training options provide qualifying professional development units (PDUs) while deepening your expertise in specific methodology applications. Understanding CCMP Eligibility Requirements Before pursuing CCMP, you need to meet specific eligibility criteria: Experience: 4,200 hours (~3 years) with a 4-year degree, or 7,000 hours (~5 years) with secondary education of change management experience Training: 21 hours of change management training completed within the past 7 years that aligns with ACMP's Standard for Change Management Application: Complete application undergoes ACMP assessment; applications must be submitted in English and are subject to audit Prosci Certification provides 23 hours of qualifying education, efficiently meeting the training requirement while preparing you to gain the experience needed for eligibility. Benefits of Combining Prosci Certification and CCMP Build on Experience – Prosci Certification formalizes and enhances what you're already doing. This creates a stronger foundation for CCMP pursuit while immediately improving your effectiveness on current projects. Prosci Certification ensures you have Standard-aligned education that's current (within 7 years) while CCMP validates your applied experience through rigorous assessment. Market Differentiation – Prosci Certification differentiates you through proven methodology expertise, whether you're formalizing existing skills or building new ones. CCMP provides additional differentiation through professional credentialing that requires demonstrated competency. This dual approach positions you effectively whether you're seeking advancement, new opportunities, or client credibility. Investment That Compounds – Rather than viewing these as separate investments, this approach treats methodology training and professional credentialing as complementary career assets that build on each other for maximum impact. Prosci or CCMP? Which Should You Choose First? Your path depends on where you are as a change management practitioner and your immediate goals for advancing in organizational change management. Consider these common scenarios to determine your next step: Already managing change projects? Stop relying on ad hoc approaches that leave results to chance. Prosci Change Management Certification gives you the research-backed methodology that turns your experience into consistent, documented success—while providing the 23 hours of Standard-aligned education that positions you for CCMP credentialing. Your current projects become the foundation for both immediate improvement and future professional recognition. New to change management or making a career transition? Don't enter the field without proven frameworks. Prosci Change Management Certification builds your methodology foundation with immediately applicable skills, giving you confidence to tackle real projects while earning education hours that count toward CCMP requirements. Start strong, not from scratch. Considering CCMP but missing formal training? Bridge the gap efficiently. Prosci Change Management Certification exceeds CCMP's 21-hour education requirement while ensuring your training aligns with ACMP's Standard—all within the required 7-year timeframe. Transform your experience into credentialing readiness. Ready to strengthen your change management practice? Explore Prosci's certification program and transform how you approach organizational transformation—starting with your very next project. Need to make the business case for training investment? Check out our guide to securing approval for change management certification for templates and talking points that demonstrate ROI to your organization.

How to Get Support and Funding for Change Management Training

Ready to build your change management expertise but need help making that case for your learning and development budget? Here's your complete guide to getting support for attending Prosci's Change Management Certification Program. Organizations, budgets, and the projects you support vary widely, so your justification must be tailored. What matters most to your organization? Use the appropriate content, links and discussions to help substantiate your unique case. The Reality: Change Isn't Slowing Down—And Neither Should Your Skills Complex organizational change continues to accelerate. ERP and CRM implementations, digital transformations, process improvements, and organizational restructures are happening at unprecedented speed. When budgets tighten and revenue dips, getting change right the first time becomes critical to your organization's success. The stakes are higher than ever. Project failures cost more than missed deadlines and budget overruns—they impact your organization's competitive position, employee engagement, and bottom line. Leaders today need effective strategies to navigate change, prevent and mitigate resistance, and achieve results—that's where Prosci's Change Management Certification can help. Immediate Organizational Benefits of Prosci Change Management Training Does your manager know that effective change management helps you save money and time, and increase return on investment (ROI) on projects? When budgets are tight and revenue dips, it’s more important than ever to achieve the higher levels of adoption and project success that change management delivers. Here’s why attending Prosci’s Change Management Certification Program now will help your organization: 1. Complex change demands structured approach Prosci research shows that ERP and CRM systems implementations, electronic health record systems implementations, IT software and hardware upgrades, and global digital transformations are still happening. The same goes for process improvements, culture changes, reorganizations, mergers, office relocations, and other organizational changes. 2. Project failures carry hidden costs Rework, budget overruns, and missed deadlines create cascading costs throughout your organization. Getting changes right the first time matters more when funding is limited and every project must deliver expected ROI. Our research shows that projects with effective change management are 7X more likely to meet or achieve project objectives. When resources are tight, this success rate difference becomes a competitive advantage your organization can't afford to ignore. Correlation of Change Management Effectiveness With Meeting Objectives 3. Methodology drives results Among our research participants who applied a particular methodology, 59% achieved good or excellent levels of change management effectiveness, while only 26% achieved the same success with unstructured approaches. Structure creates predictable success. Impact of Use of a Methodology on Overall Change Management Effectiveness 4. Hands-on experience means immediate application During the program, you work on a real project from your organization with expert guidance. After three days, you emerge with a strategy for your unique change and solid progress on tactical plans to jumpstart your success. 5. Digital tools guide ongoing practice Prosci's digital tools, including Proxima, guide you through the change management process and support your work with data and insights to achieve more successful change outcomes. 6. Change management increases people-dependent ROI If your project's success depends on people adopting and using new processes or technology, change management helps you achieve expected ROI. The more a project's benefits depend on adoption and usage, the larger the contribution effective change management makes. Connect Training Investment to Project ROI Speak your leaders' language—ROI. Here's how to demonstrate certification value in terms your executives understand: Calculate your project's people-dependent ROI Think about a specific project in your organization that needs effective change management. Identify or estimate how much your organization is spending on the project. Use this equation: Project ROI = (Expected Project Benefits - Project Costs) / Project Costs Example: A software upgrade costs $1M and expected benefits are $2M. Project ROI appears to be $1M. But here's the critical insight: Because a significant portion of project ROI likely depends on people adopting and using the technology, you must evaluate the people-dependent portion of the ROI. Identify risk in your ROI Some expected benefits will be independent of adoption and usage—like lower maintenance and license fees from implementing new software. But other benefits come from employees using the software effectively in their work, producing benefits of more accurate and timely data, improved performance, streamlined processes, and fewer errors. These people-dependent benefits are realized when impacted employees adopt and use the new software effectively. The upshot: The more a project's benefits depend on adoption and usage, the larger the contribution effective change management makes. If 80% of your $1M ROI depends on adoption and usage, $800K is at issue—and at risk. Talking Points for Informal Conversations With Managers You know Prosci’s global reputation and value, but your manager may not. These talking points can help you discuss the value of Prosci Change Management Certification at the high level managers prefer: Proven best practices Prosci is widely recognized as a global leader in change management research and training—more than 80% of the Fortune 100 choose Prosci. Attending their certification program provides access to the latest industry research, best practices, frameworks, and methodology, ensuring our change management initiatives are based on the most up-to-date and effective strategies. Comprehensive curriculum Prosci's certification program offers comprehensive curriculum covering all aspects of change management, from planning and implementing change initiatives to addressing resistance and building employee engagement. The program's focus on practical application ensures I gain the knowledge and skills necessary to successfully lead change efforts within our organization. Prosci's Change Management Certification provides continuing education credit for many industry certifications like the CCCMP. Prosci is an ACMP Qualified Education Provider and our certification program provides 23 hours toward earning your CCMP. People-focused methodology The Prosci ADKAR® Model, which is at the core of the Prosci Methodology, is widely implemented across organizations around the world. Because organizations change one person at a time, learning to apply the Prosci Methodology will equip me to effectively identify and address resistance, and guide our employees through the stages of Awareness, Desire, Knowledge, Ability and Reinforcement at scale, ensuring greater adoption and usage of project changes and organizational initiatives. Enhanced ROI Effective change management is directly linked to improved project outcomes and ROI. The latest correlation research shows that organizations with effective change management practices are seven times more likely to achieve project objectives. By attending the Prosci program, I will be equipped with the skills to maximize ROI by minimizing resistance, accelerating adoption, and mitigating project risks. Cost savings Poorly managed change efforts can result in significant costs, including delays, rework and employee disengagement. By attending the Prosci program, I will gain the knowledge and tools to proactively manage resistance, address employee concerns, and minimize disruptions, ultimately leading to cost savings for our organization. Better engagement and morale Change initiatives can often create uncertainty and resistance among employees, leading to decreased morale and productivity. By becoming certified in change management, I will be able to effectively communicate the benefits of change, engage employees throughout the process, and ensure that their concerns are addressed. This will result in greater employee satisfaction, improved morale and increased productivity. Competitive advantage In today's fast-paced business environment, organizations that can successfully adapt to change gain a significant competitive advantage. Attending the Prosci program will equip me with the skills and knowledge to lead successful change efforts, enabling us to respond more effectively to market shifts, industry trends and customer demands. A Template for Requesting Approval Need more help crafting your case for attending change management training? Use the template below to begin drafting your formal request for support and funding: Subject Line: Prosci Certification Approval Request Dear [Insert Approver's Name], I would like to attend Prosci's three-day Change Management Certification Program. The session takes place [insert dates] and will be [delivered online / held at (VENUE NAME) in (CITY)]. Attending this program will give me the knowledge and tools to help our change projects succeed by improving employee adoption and usage. I will also earn the Prosci Certified Change Practitioner credential. Prosci is a world leader in the change management field and has partnered with 80% of Fortune 100 companies. Based on 25 years of industry-leading benchmarking research from change management professionals around the world, Prosci's Change Management Certification Program includes the latest methodology, processes and digital tools, which will continue to guide my project work after the program. The Prosci Change Management Certification Program is an interactive, experiential session. To attend, I need to bring an active project so I can apply the methodology, process and tools to it as I learn them. I propose bringing my [Insert Project Name] project. As you know, [Insert Project Name] is an important effort in our organization, and we are expecting the following benefits, results and outcomes from the project: [Insert project benefit, result and outcome] [Insert project benefit, result and outcome] [Insert project benefit, result and outcome] The ultimate benefits realized from [Insert Project Name] will depend on employee adoption and usage, which is the essence of change management. Prosci's research shows that projects with effective change management are seven times more likely to meet or achieve objectives than those with no change management. By attending this program, I can bring those odds of success to [Insert Project Name]. I am seeking budget approval to cover the cost of registration, [Insert tuition in local currency]. If any of my teammates can join me, we will benefit from working together on a project. Plus, each of them will receive a $500 discount on tuition. I will arrange for others to cover my responsibilities while I attend training. Please accept this proposal. I am confident that upon completing the program, I will have a solid strategy and a start on the key change management plans needed for [Insert Project Name], as well as the change management skills to drive success on new projects and initiatives. Thank you for your consideration, [Insert Your Name] Get Approval and Budget for Change Management Training Change management expertise isn't optional in today's business environment—it's essential for organizational success. The question isn't whether you need these skills, but whether you'll develop them before your next critical project begins. Ready to make your case? Use this framework to demonstrate the value of Prosci certification to your organization. When you can show clear ROI and competitive advantage, approval becomes the obvious choice. Ready to build change management capability that drives results? Learn more about Prosci Change Management Certification and take the first step toward change done right.

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Projects and Initiatives

Why Projects Fail: Common Causes and How to Prevent Project Failure

5 Digital Transformation Challenges and How to Overcome Them

The success of digital transformation hinges on one question: How well can your people adapt to change? Every transformation reaches deep into the organization. It changes systems, shifts responsibilities, and reimagines how work gets done. But as transformation accelerates, so do the potential risks, like stalled initiatives and resistance. The most persistent obstacles—skill gaps, unclear leadership, communication breakdowns—aren’t surface issues. They’re signs of deeper friction that can hold your transformation hostage. There is a way forward. When digital initiatives are grounded in structured change management, they gain the traction to succeed. A people-first approach accelerates adoption and ensures transformation delivers long-term value and solid return on investment. This article outlines five critical challenges that stand in the way of successful digital transformation and how to solve them with a deliberate, people-centered strategy. Digital transformation succeeds when you support the people driving the change. × Unlock ERP and Digital Transformation Success Why a People-Centric Approach Is Key to Digital Transformation Success Digital transformation initiatives have the potential to drive real business growth. And leaders are well aware of its importance. 61% of C-suite executives view it as a top priority in their organizations, while 63% reported enhanced performance as a result of their digital transformation efforts. But the true benefits of transformation can only be realized if people adopt the change. Digital transformation challenges often stem from human factors such as uncertainty, disengagement or a lack of long-term support. When people don’t understand the reasons for change or don’t have the training to apply it, initiatives struggle to gain traction. A people-centric approach can address these issues by ensuring individuals are prepared, equipped and supported to transition and sustain the change. Change management is the structured process that guides both the technical and people sides of change. The Unified Value Proposition serves as the foundation for delivering change that lasts. A clear digital transformation strategy connects digital technology adoption with individual success, allowing organizations to achieve the full value of their transformation. The Prosci Unified Value Proposition Understanding the importance of a people-first strategy is the first step. The next is recognizing where digital transformation projects most often run into trouble. 5 Digital Transformation Challenges to Overcome Digital transformation challenges take many forms, from misaligned leadership to digital skills gaps and outdated systems. By putting people at the center of your change approach, you can overcome these obstacles and strengthen the results of your digital transformation initiatives. Below, we explore five common challenges you may encounter on your digital transformation project. In the next section, we’ll show you how to address them with structured change management. 1. Lack of change management strategy Without a clear strategy for managing change, digital transformation efforts often lose momentum. Prosci’s study, Keys to Unlocking AI Adoption, shows that nearly one-third of executives identify change management as the dominant challenge of digital transformation plans, pointing to resistance and low adoption as common barriers. Employees may hesitate to adopt new digital tools, unsure how changes will affect their roles. Some fear job displacement, while others feel overwhelmed by unfamiliar systems. Without early communication about the reasons for change and how it supports broader goals, it becomes difficult to build engagement—and even harder to sustain it. 2. Gaps in workforce skills and digital readiness Even with the technology in place, your digital transformation strategy can be hard to implement if your people aren’t equipped to use the digital solutions effectively. Many organizations struggle to build the digital skills required to apply new tools in day-to-day work. According to Prosci research, 27% of artificial intelligence implementation challenges relate to workforce capabilities, including the need for training, talent shortages and limited expertise in new technologies and more complex software. When employees don’t feel confident navigating new systems or business processes, progress slows. Gaps in digital readiness can reduce productivity and limit the benefits of your digital transformation investments. 3. Unclear leadership and misaligned sponsorship Strong leadership is essential for guiding digital transformation. When business owners and leaders aren’t aligned or sponsors aren’t actively engaged, digital initiatives lose direction. Teams may receive conflicting messages and execution becomes inconsistent. Prosci research shows the impact clearly: projects with extremely ineffective sponsors were only 27% likely to meet their objectives, compared to 79% with extremely effective sponsors. Without visible, unified support from senior leaders, employees are less likely to commit to the change. Gaps in sponsorship affect more than the strategy. They impact how people understand the change and how willing they are to participate in making it successful. Correlation of Sponsor Effectiveness With Meeting Objectives 4. Complex or siloed legacy systems The digital transformation process often involves layering new technologies onto existing infrastructure or legacy systems. When these legacy systems are fragmented or outdated, integration becomes difficult. Outdated technology creates a huge challenge in leveraging the technological advancements needed to transform. Teams may struggle with inconsistent data or duplicated efforts. Digital tools might not communicate with one another or across locations. These barriers slow progress and limit visibility into key processes. Prosci research shows that technical challenges account for 17% of the barriers to successful digital transformation. When current systems are complex or disconnected, even carefully planned initiatives face setbacks. Employees may feel frustrated navigating modern technology, especially when the digital tools in question don’t align with their traditional work practices. 5. Poor communication during transformation Communication is one of the most visible elements of any transformation. When it’s unclear, inconsistent or delivered by the wrong people, it creates confusion and prevents advancement. Employees may feel left out of the process or uncertain about what the change means for them. Prosci research shows that 58% of employees prefer to hear about the personal impacts of change directly from their supervisors. Most want to hear the business reasons from the CEO. When communication doesn’t match those expectations, it can cause misinformation and disengagement, making it harder to maintain alignment and momentum. While each challenge presents unique complexities, they share a common solution: a structured approach to change that equips people to adopt and sustain transformation. How to Solve Your Digital Transformation Challenges With Effective Change Management People-focused change management turns these key challenges into opportunities for lasting business impact. It’s a strategic enabler that connects people, purpose and performance, and aligns them with your business goals. Following a successful digital transformation journey, Cristina Moroyoqui Leon, Employee Experience Leader at SURA, said Prosci’s human-centric approach helped the multinational financial services firm “manage the people side of our changes as effectively as the technical side.” This embedded approach is essential for the long-term success of any digital transformation effort. According to our most recent Best Practices in Change Management research study, organizations with excellent change management are seven times more likely to meet their objectives. Correlation of Change Management Effectiveness With Meeting Objectives Let’s explore how effective change management can help you overcome common digital transformation challenges. Enhance leadership engagement Visible, consistent leadership sets the tone for successful digital transformation. When business leaders actively participate in change initiatives, they build trust, reinforce priorities and demonstrate commitment. This includes clearly communicating the reasons for change, aligning around shared digital transformation goals, and modeling desired behaviors and new ways of working. Engaged leaders help reduce uncertainty and address resistance by building a culture in which individuals feel safe and supported. Their involvement signals that change matters—and that people will be taken care of every step of the way. Invest in training and development Training is an essential component for building the skills needed to navigate change. When employees understand how to apply new digital solutions, technologies and processes, they’re more confident and capable in their job roles. Effective programs include training on digital systems and role-specific changes. Providing development opportunities at every level of the organization strengthens overall readiness and creates a more resilient workforce—one that’s equipped to adapt, adopt and succeed in a constantly evolving environment. Communicate effectively Targeted, consistent communication plays a key role in successful transformation. This is enabled by a comprehensive communications plan that addresses the Awareness and Reinforcement elements of the Prosci ADKAR® Model—explaining why the change is happening and reinforcing its long-term value. Clear messaging and effective communication about benefits—such as cost savings or reducing manual processes—and the reasons for change helps reduce uncertainty. When employees hear the right messages from the right people at the right time, they’re more likely to engage, participate and stay committed to the change. Prosci ADKAR Model Use change readiness assessments Change readiness assessments provide critical insight into the level to which an organization is prepared, willing and able to implement the change. They evaluate elements such as organizational culture, awareness, employee readiness and leadership commitment, before the rollout. Change practitioners use these insights to develop a change management strategy that fits the change and your organizational needs. Measure and adapt Ongoing measurement plays a crucial role in sustaining progress during digital transformation projects. Clearly defined metrics and key performance indicators (KPIs) provide visibility into what elements are working well and where adjustments are needed. By tracking outcomes related to adoption, proficiency and overall impact, you can make more informed business decisions and refine change strategies in real time. This continuous feedback loop supports accountability, highlights opportunities for improvement and ensures that change efforts remain aligned with organizational goals and your business model as conditions evolve. Establish a change management framework A robust change management framework brings consistency and structure to how organizations managed change. Adopting a proven approach like the Prosci Methodology ensures both the technical and human sides of change are addressed from the start. With defined processes in place, you’ll be equipped to plan, implement and sustain change more effectively. A structured change management program provides clear communication, reinforces accountability and supports people at every stage of the digital transformation journey. Netherlands-based company Drechtsteden Shared Services used this structured approach to unify eight separate service desks into a single, integrated service center. With change management embedded from the beginning, they streamlined operations and improved service delivery across 11 organizations. Turning Challenges Into Long-Term Change Capabilities Digital transformation challenges often arise from people-related factors. Issues like unclear leadership, skill gaps, and inconsistent communication can slow adoption and impact progress. Digital transformation leaders overcome these obstacles by taking a structured approach that puts people first. Change management strengthens the core capabilities that drive transformation in your digital journey. When you support your leaders in guiding change, equip your workforce to adopt new technologies and digital processes, and maintain clear communication throughout the process, you create a strong foundation for ongoing success. Prosci helps organizations build these capabilities from the inside out. Through research-backed practices and practical tools, we enable your people to lead change with confidence. That’s how you turn transformation into a scalable, repeatable strength.

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