Research shows that permanent change management jobs are becoming common in organizations. Here's an overview of how the change management job market has evolved to meet growing demand. Growing Demand for Change Managers Over the last two decades, we have seen change management evolve from a foundational understanding of how humans experience change into change management concepts and frameworks. Today, change management is a formalized discipline, with an increasing number of organizations creating permanent positions for change management professionals of all kinds. Prosci first conducted research on job roles in 2011 and found that 43% of the organizations participating in the studies had permanent job roles dedicated to change management. Over the last decade, that number has hovered at or above 49% on average. Specific industries have seen more significant increases in permanent change management jobs, including education services (75%), health care (67%), manufacturing (62%), consumer goods (60%), local government (58%), and other government (55%). Participants in Prosci’s Best Practices in Change Management benchmarking research continue to cite the need for permanent change management roles in their organizations. For many, the roles are newer—in place for a few years or less—a sign that momentum may be growing. In fact, research participants report an increased focus on building change management capability across all levels of their organizations. This includes training for change management practitioners, executives and people managers, as well as creating career-development tracks and specialized roles focused on organizational change. In terms of trends, research participants anticipate organizations focusing more on developing formalized internal roles dedicated to change management in a permanent change management office (CMO) or functional group. Such roles include responsibilities like coaching and delivering change projects, allocating necessary budget and resources for the change, building internal change capabilities, and collaborating with other project-related roles. Jobs in Change Management Which change management jobs are in demand? Although titles vary and many include the term "organizational" (e.g., Organizational Change Manager), the most common include: Change Management Specialist Change Management Practitioner Change Management Analyst Change Management Consultant Change Manager Change Lead or Change Leader Director, Change Management Manager, Organizational Change Management High-level responsibilities of change managers Now that you understand the growing demand for change management roles, let's look at what a change management professional does. In general, they: Drive effective change management at the organizational level Apply a structured methodology and process Work with and through others in the organization Enable effective communication Support training efforts Apply interpersonal skills Leverage experiences with change Perform autonomously and flexibly in ambiguous situations Specific tasks and responsibilities of change managers At a more granular level, change management professionals typically: Complete change management assessments Assess current awareness of the change, and identify areas of resistance Create alignment of goals, objectives and strategic initiatives Identify and manage adoption, usage and reinforcement of change Provide leadership and direction to enhance effectiveness of change Prepare, equip and support leaders and people managers Identify, analyze and prepare risk-mitigation tactics Allocate budgets and resources efficiently Change Management Jobs Today In addition to a steady increase in change management positions, we're witnessing the expansion and development of existing roles to meet new organizational demands. The change management industry is growing quickly. If you are innovative and dedicated to change, there are opportunities for you. And if you're an advanced professional with deeper knowledge and skills, and the ability to manage complexity, you will be in even greater demand with organizations that are growing their change capabilities.

The success of any organizational change depends on impacted people and teams adopting new behaviors or responsibilities. But nothing will happen without coaching from people managers. To enable people managers to coach others through change, change practitioners must first prepare and equip people managers with the right knowledge and skills. Coaching Guide for People Managers Prosci's Best Practices in Change Management research consistently shows that people prefer to receive messages about how the change will impact them directly from their immediate supervisors. If people managers have a basic understanding of the Prosci ADKAR Model, they can use it to identify gaps and coach impacted people and teams. Here's a step-by-step coaching approach for employee-facing people managers in your organization. 1. People manager conducts a group meeting with impacted employees Make introductions and conduct an ice-breaker activity. Explain the change, including background and context. Be honest about what is known and not known at the time. Introduce the ADKAR Model. Talk through several examples of easy-to-understand and universal changes (i.e., resolving a behavior issue with child, losing weight, quitting smoking, etc.) and how the ADKAR Model applies. Ask each individual to complete the ADKAR exercise for a personal change. Those who feel comfortable can share their experience. You will be surprised by how many will share. Conduct an ADKAR group exercise and presentation, working in small groups or as a team to examine the organizational change in terms of the ADKAR Model. Where are the barrier points? Brainstorm and capture ideas on flipcharts if meeting in person or on screen if virtual. Next, facilitate a Q&A discussion about the change and the ADKAR Model. Provide an open and safe environment for candid discussion about the change. Wrap up with next steps and information about where they can get support. Be sure to mention the upcoming individual coaching sessions. Each employee should prepare an ADKAR Assessment on themselves to bring to their individual coaching session. Schedule an individual session with each employee. The Prosci ADKAR Model 2. People manager conducts individual meetings with each team member Discuss the employee's ADKAR Assessment of themselves. Allow them to provide background and explanation on each area of their ADKAR Assessment. Agree on their barrier point to change. Their barrier point is the first ADKAR element with a score of 3 or less. Focus your individual coaching activities in the first area with the score of 3 or less. The actions you take will differ for each individual. Discuss potential root causes for this barrier point. Create an individual-change action plan with the employee that will help them overcome their barriers to change. 3. People manager analyzes patterns and creates ongoing coaching roadmaps Create a grid with each team member's ADKAR profile. Do not share this grid with employees. Look for trends and patterns in the table. If everyone's barrier point is the same, you will be able to address it with the group as a whole. Once you have identified patterns and addressed them, create an ongoing coaching roadmap for each impacted individual. This should build on their individual change action plan. Follow up as needed. The frequency and content of these individual coaching sessions will depend on the specific individual, size of the change, and organizational attributes. Coach Individuals Successfully Through Change People and teams need information and coaching to effectively engage, adopt and use a change to their daily work. Using the ADKAR Model to identify barrier points, understand what each person needs to move forward, and equip people as needed enables people managers to demonstrate that each individual's success matters. Doing so puts people at the center of change—which also makes practitioners and people managers more effective leaders of change.

Change management and project management are complementary disciplines that together drive successful organizational initiatives. By integrating these approaches from start to finish, you connect the people side and technical side of change, ensuring your organization realizes the full benefits of transformation. A Unified Value Proposition Prosci's Unified Value Proposition model illustrates how project management and change management work together with a shared definition of success: meeting or exceeding project objectives and realizing organizational benefits. Technical side: Focused on designing, developing and delivering solutions that address problems or opportunities. Project management provides the structure, processes and tools to accomplish this. People side: Centered on engaging impacted individuals and supporting them to adopt and use the change effectively. Change management provides the framework to achieve this outcome. Prosci Unified Value Proposition Think of these disciplines as two different colored strands of rope. When intertwined, they create a stronger, more resilient rope—just as integrated change and project management deliver more successful transformations. How Integration Creates Value Prosci benchmarking research shows that 47% of participants who integrated project management and change management reported meeting or exceeding project objectives—17% more than those who didn't integrate these disciplines. Integrating change management and project management contributes to change success by: Creating a shared objective: Both disciplines focus on improving organizational performance through successfully implemented changes that deliver intended results. Enabling proactive approaches: Integration helps you identify and mitigate risks earlier, address resistance, and build commitment to change adoption. Improving sequencing and alignment: The right actions happen at the right times in the project lifecycle, ensuring people are ready and able to adopt the change. Enhancing information exchange: Throughout the project, stakeholders receive the information they need when they need it, from understanding the need for change to providing feedback on adoption. 5 Dimensions of Integrating Change Management and Project Management Prosci’s research reveals five dimensions that should be addressed when integrating change management and project management: Dimension 1: People This dimension focuses on who performs change and project management roles and the team structure defining relationships between these roles. In Prosci's Best Practices in Change Management research, 69% of participants had dedicated change management resources for the project on which they were reporting. The basic structures include: Change management resources on the project team (Team Structure A - used by 33% of participants) Change management resources supporting the project team externally (Team Structure B) Neither structure is inherently better—each offers different advantages. For example, having the change management resources on the project team (Team Structure A) encourages more transparent communications and information flow between the team and the impacted groups. Other advantages include developing an integrated project approach that encourages teamwork and collaboration, and the creation of feedback loops to relay questions and concerns from impacted groups to the project team. Having the change management resources separate from but supporting the project team externally (Team Structure B), promotes neutrality and enables them to offer an independent point of view. Other advantages include the ability to focus exclusively on change management and direct access to leadership. The choice of integration approach is typically based on the nature of the project and norms of the organization. It’s important to acknowledge that many change practitioners do not have control over or major influence on the selection of the team structure used on a particular project. For example, the team structure may already be established before the change resources are selected. Even if the team structure has already been established, there are actions you can take to support the effective integration of people and roles. Action steps for integrating people and roles Ensure you have access to the sponsor Regardless of your team structure, securing access to the primary sponsor is critical. Our research shows a strong correlation between sponsor access and meeting objectives. 71% of participants with adequate or more than adequate sponsor access met or exceeded project objectives, compared to only 21% of those with little or no access. Clearly define roles, responsibilities and relationships Establish common expectations by clearly defining who does what, particularly between project manager and change practitioner roles. Identify areas of overlap to reduce potential role conflict. Maintain transparency and information access to foster better working relationships among team members. Be present and involved As a change management resource, stay actively engaged in project activities to gain a thorough understanding of how the solution will be designed, developed and deployed. This involvement enables you to better anticipate impacts and prepare stakeholders for the changes ahead. Dimension 2: Process This dimension addresses how the phases, activities and milestones of both disciplines align during the project lifecycle. Integration enables better information exchange, work sequencing, and alignment on timing. The image below illustrates, at a high level, the alignment of the project management phases for a sequential change and the Prosci 3-Phase Process for change management. The image also shows how we align ADKAR milestones to project management milestones. For example, we align Ability for members of impacted groups with the Go Live milestone date. For optimal integration, begin change management activities early—ideally at project initiation. The earlier change management is started, the more effective exchanging information, sequencing work, and alignment on project milestone dates will be. Using a process-driven approach with distinct deliverables for change management further improves the potential for successful change. If the change management approach is not process-driven with specific deliverables and milestones, it is difficult to integrate change management with project management effectively. Action steps for integrating process Be structured in your approach The more rigorous, process-oriented and milestone-driven your change management approach, the more easily it integrates with project management methods. A structured approach creates clear connection points between disciplines and ensures nothing falls through the cracks. Define your deliverables Capture change management work in specific, tangible deliverables to integrate effectively with the project management approach. Well-defined deliverables create accountability and demonstrate the value of change management activities to the project team. Actively identify key points in time for integrating activities Throughout the project lifecycle, identify critical moments when integrating activities, such as project milestone dates, is essential for change success. For each project milestone, determine which ADKAR elements must be in place. For example, before training (a project milestone), participants need Awareness of the need for change and Desire to participate (ADKAR elements). Knowledge and Ability follow from effective training. Dimension 3: Tools This dimension focuses on integrating specific tools and deliverables from both disciplines. Integration reduces duplication, creates collaboration opportunities, and promotes common understanding. For example, communications plans and risk assessments are tools commonly used by both disciplines. Integrating commonly used tools creates opportunities for collaboration between the disciplines, reduces duplication of effort and promotes common understanding. Our research shows communications plans (91%), project plans (81%), and training plans (79%) are the most frequently integrated tools. The following chart indicates which tools were most frequently integrated. Communications plans were integrated the most (91%), followed by project plans (81%) and training plans (79 %). Action steps for integrating tools Identify specific tools that make sense for integration Common tools to consider integrating include communications plans, training plans, stakeholder analyses, impact assessments, risk assessments and lessons learned. These project management tools can be adapted to include a change management perspective, creating a more comprehensive approach. Work with what the project team has already done Instead of dismissing existing project materials, build upon them. For example, rather than criticizing a communications plan for not addressing stakeholder concerns, show how it can be enhanced to answer questions impacted people care about: Why change? Why now? What if we don't? How will I be impacted? What's in it for me? This collaborative approach builds bridges rather than barriers. Ensure clear ownership When integrating tools, there's a risk that both change practitioners and project managers might inadvertently relinquish accountability. At the time of integration, clearly establish which role is accountable for each integrated tool to ensure nothing falls through the cracks. Dimension 4: Methodologies While the previous dimensions occur at the project level, methodology integration happens at the organizational level. This involves creating a standard approach to project delivery by combining your organization's project and change management methodologies. Integrating methodologies involves decisions about when and how the methodologies interact and diverge. An integrated methodology is often part of a greater strategy for institutionalizing change management which Prosci defines as enterprise change management. Action steps for integrating methodologies Select a common change management methodology Before you can begin integration at the methodology level, your organization needs a standard change management methodology. A consistent approach creates a common language and set of practices across the organization. Be mindful of the tradeoffs When integrating at the methodology level, consider the risks of removing change management's responsive nature. Design your integrated methodology to maintain flexibility while providing structure, ensuring you can adapt to each project's unique needs. Manage the change of introducing an integrated methodology Many project managers may have limited experience with change management and are comfortable with their current methodology. When introducing a new integrated approach, apply change management principles to this change itself. This demonstrates the value of change management while increasing adoption of your integrated methodology. Dimension 5: Results and Outcomes Integration on this dimension acknowledges that change management and project management are complementary disciplines with a shared definition of success. In the end, both project management and change management improve the organization’s performance by helping it realize the benefits of making a change. This dimension focuses on establishing a shared definition of the results and outcomes for a specific change and how each discipline contributes to the achievement of those results and outcomes. In many ways, this dimension is where integration begins. When we successfully integrate our view of what we're trying to achieve, other integration elements fall into place, creating a true team approach. Action steps for integrating results and outcomes Define success for change management and project management The project team must focus on and be accountable for delivering results in both change management and project management. If the team is only accountable for hitting the go-live date, integration will not succeed. Similarly, change management must define success in terms of achieving results, not simply executing activities like number of employees trained or communications delivered. Gain buy-in from project leaders and teams Project leaders and managers may not understand the value of change management, or might view it as overhead that slows projects and consumes budget. To demonstrate value, determine the percentage of overall project results that depend on employee adoption and usage—the people-dependent portion of the return on investment. Show how addressing the people side of change will capture this critical portion of the ROI. Connect project outcomes to organizational benefits Both disciplines must work together to ensure project outcomes translate to organizational benefits. Technical success without adoption fails to deliver value, while strong adoption of a poorly designed solution creates its own problems. Integration ensures both aspects work together to achieve lasting results. Meet Project Objectives and Achieve Success Projects are more likely to succeed when we integrate change management and project management. An integrated approach increases the probability of achieving project objectives and sustaining outcomes. It enables project managers and change practitioners to work toward a shared definition of success, align activities effectively, and avoid duplicating efforts. Change done right requires both strong technical implementation and effective people engagement—that's the power of integration.

What do we know already about results and how change happens? How do we adapt and adjust our knowledge to better serve us in the changing world we live in today? Although we have different circumstances and experience as people, we experience successful change similarly. Grounding ourselves in what we know about change and results can help us achieve greater success going forward. Change Management and Grounding Ourselves Today, we often find ourselves working with shifting transitions and unknown future states. We can be successful with change management when we ground ourselves in six things we know about results and change: 1. Prioritize the context of a change As human beings, we rely on context to give meaning to our experiences. Consider, for instance, a water molecule consisting of a single oxygen atom and two hydrogen atoms. However, when we observe water within the context of a river, we must also recognize its significance as a vital source of life for an entire ecosystem and a fundamental part of the intricate web of interconnected living beings. Context gives us with clarity, purpose, awareness, and direction, guiding us to make sense of the changes happening around us. Providing context helps others know where to put spend their finite time, energy, mindshare and focus. How does a change relate to all the other change we’re managing? How does it relate to organizational strategy and direction? How is it anchored to our values, who we are, and our purpose as an organization? 2. Understand the reason for the change Effective change management always begins with a reason, and we must understand it. Your job as a practitioner is to bring it forward in a compelling way. Karen Ball’s webinar, "Craft a Compelling 'Why' to Inspire Action," explains why creating a compelling why for change is so essential and how to present it to the rest of your organization. A compelling why resonates with individuals on various levels. A logical why presents the rationale for change using facts, figures, features and lists. An emotional why touches the heart through principles, values, beliefs or personal identity. A visual why translates destinations, steps, progress and benefits into graphics, images or other visual representations that people can easily comprehend. Lastly, a narrative why allows you to connect with individuals as human beings by combining imagination, context, actions, and results into a persuasive justification for change. 3. Align the two sides of change The third thing we know to be true about results and change is we must bring together the people side and technical sides if we want to be successful, and they must stay in lock step with each other. As we design, develop and deliver on the technical side of a change, employees engage with, adopt and use the solution on the people side using the ADKAR Model to work through the milestones of Awareness, Desire, Knowledge, Ability and Reinforcement. In our Best Practices in Change Management research, 74% of respondents integrated change management with project management, which correlates with meeting project objectives 47% of the time. Those who did not integrate met objectives only 30% of the time. Participants most commonly integrated people and processes dimensions at 86% and 79% respectively. We also need to consider the complexity of the technical side and people side. In other words, how big of a challenge do we expect when we design, develop and deliver a solution to meet technical needs? And how big of a challenge do we expect to ensure that employees engaged with, adopt and use the solution? 4. Define success for the change Defining success is the flag on the horizon, what we’re setting out to achieve. The sponsor’s role is to clearly articulate why by defining what we want to achieve when we put time, energy, financial resources and people into the project or initiative. The practitioner plays the role of extracting and then packaging that definition of success, so we can bring it forward to the rest of the organization. To be successful, every definition of success needs two parts: the project objectives (what the project achieves) and the organizational benefits (what the organization gains). The definition of success will change as conditions change, and we must be ready for that. This is especially true with today’s shorter time horizons. But we can't let this keep us from defining success to get the alignment we need. The 12th edition of Prosci's Best Practices in Change Management interactive research report includes new sections on Defining Change Success, Roles in Defining Change Success, and Defining Success Metrics. Lack of a clear definition of success was a top obstacle for change leaders who participated in the study. Among projects that met or exceeded objectives, the top adaptation made to defining change success was to metrics and measuring success, followed by adaptations to communications and training. To inform your work with specific and customized insights, you can access the complete data and dozens of comments from participants, in their own words, in Research Hub. 5. Focus on adoption and usage of change We must focus on adoption and usage because that's where results come from. If we don't support and equip and prepare our people to successfully adopt and use the change, we get a Swiss-cheese future state and bumpy transition states. Remember, the Swiss-cheese future state is when Andre, Becky, Carlos and Dharma don't all make it to the future state. When we defined the future state, decided to fund the charter or project, and made return-on-investment assumptions, we did so believing we would realize the full future state. But change doesn't happen by chance. We must prepare, equip and support our people. If we don’t, we experience frustration, failure, chaos, confusion, inconsistency, inefficiencies, anxiety, friction and more, which make the change suboptimal. Prosci's States of Change 6. Realize desired results and outcomes from change The last thing we know to be true is that we realize desired results and outcomes if all the pieces come together. We call this the Unified Value Proposition because the value we strive for is achieving results and outcomes in times of change. Capturing people-dependent portion of ROI and value is the name of the game. It's why the discipline of change management exists. It's the value you can bring as practitioners. And to achieve the value of change, we need much higher levels of employee adoption and usage. Unified Value Proposition Achieve Results With Change Management The last few years left lasting impacts on the discipline and how we manage change, and we need to adapt our perspectives. Whether it's a DEI initiative, organizational restructuring, enterprise software implementation, or a complete digital transformation, we have a huge opportunity to help people through their change journeys by leveraging what we already know about achieving results from change.

The pace of change has never been faster, and artificial intelligence is accelerating it exponentially. For over two decades, Prosci has researched what makes organizations truly agile, able to anticipate, adapt, and thrive amid constant transformation. In 2016, Prosci research identified ten core attributes distinguishing agile organizations from their slower-moving counterparts. Today, as AI reshapes entire industries, these attributes haven't become obsolete; they've evolved into something more powerful. AI doesn't just accelerate processes; it transforms decision-making, reshapes collaboration, and forces organizations to rethink how they respond to change. The question isn't whether your organization needs to be agile in the age of AI; it's whether you're prepared to leverage AI to amplify your agility. The Evolution of Enterprise Agility When Prosci first published research on organizational agility as a strategic imperative in 2016, the focus was on building capabilities that would help organizations navigate an increasingly complex business environment. The ten attributes identified in that research remain relevant today: We anticipate and plan for change We are fast at decision-making We effectively prioritize and manage our change portfolio We effectively initiate change efforts We have enhanced risk management practices We have human capital strategies supporting agility We rapidly develop and deploy new capabilities We encourage cross-organizational collaboration We have reduced silos We have an embedded change management capability But AI has fundamentally altered what each of these attributes means in practice. Here's how each has evolved: The Ten AI-Enhanced Agility Attributes 1. From anticipating and planning for changes to AI-driven foresight Anticipating change has always been challenging, but AI has transformed organizations' ability to see around corners. AI-driven insights help leaders identify emerging trends, simulate future scenarios, and forecast disruptions with unprecedented accuracy. However, new risks emerge: over-reliance on predictive models and the potential for bias in AI-generated forecasts. The most agile organizations blend AI-driven foresight with human intuition, ensuring they're not just preparing for change but actively shaping it. 2. From fast decision-making to AI-augmented speed with human judgment Speed remains crucial, but AI enables real-time data synthesis and automated recommendations that push decision-making beyond human capability alone. The challenge lies in knowing when to trust AI recommendations and when human judgment is essential for ethical or strategic considerations. Agility in the AI era means establishing clear human-AI decision frameworks, determining when to automate, when to augment, and when to rely on human intuition while maintaining accountability. 3. From effective prioritization and change portfolio management to AI-powered portfolio optimization AI can analyze massive datasets to assess risks, forecast ROI, and recommend optimal prioritization strategies in real time. This capability helps leaders navigate complexity and uncover hidden dependencies. However, AI may prioritize efficiency over critical human factors like employee readiness or cultural dynamics. Successful organizations ensure that AI-powered prioritization incorporates both data insights and human understanding of organizational context. 4. From effective change initiation to AI-assisted strategy and execution AI accelerates change adoption by predicting resistance, optimizing communication strategies, and personalizing engagement plans. It can provide data-driven change roadmaps and automated execution plans. Yet change remains fundamentally about people, and AI cannot replace the emotional intelligence and trust-building required for transformation success. The most agile organizations use AI to enhance change execution while preserving the human elements that drive successful transformation. 5. From enhanced risk management to AI-driven predictive risk mitigation AI has transformed risk management by continuously scanning for anomalies, predicting potential failures, and automating response mechanisms. It identifies financial risks, cybersecurity threats, and operational vulnerabilities faster and more accurately than human analysts alone. However, AI itself introduces new risks: algorithmic bias, model drift, and unforeseen ethical concerns. Agile organizations develop AI governance frameworks that enhance risk management without creating dangerous over-reliance on AI-driven models. 6. From human capital strategies supporting agility to AI-augmented workforce development In the age of AI, workforce agility isn't just about reskilling; it's about reimagining how humans and machines collaborate. AI reshapes jobs, automates repetitive tasks, and enables workers to focus on higher-value, strategic work. Companies that invest in AI-assisted learning, personalized upskilling programs, and human-AI collaboration strategies cultivate workforces that thrive alongside AI. The most agile organizations view AI as a workforce amplifier that drives innovation and productivity. 7. From rapid capability deployment to AI-accelerated innovation and iteration AI streamlines R&D, automates product development cycles, and enhances engineering through AI-assisted processes. Organizations can identify opportunities faster, optimize workflows, and reduce time-to-market for new solutions. However, rapid AI deployment can lead to unintended consequences, such as security vulnerabilities, ethical concerns, or employee resistance. Organizations must establish responsible AI deployment practices to ensure speed doesn't compromise sustainability or trust. 8. From cross-organizational collaboration to AI-enhanced knowledge sharing AI-powered collaboration tools translate languages in real time, summarize meetings, and surface relevant knowledge instantly. AI identifies expertise across organizations, connecting employees with the right information and colleagues faster than ever. The challenge lies in ensuring AI-enabled collaboration enhances rather than replaces critical human interactions. Agile organizations use AI to amplify human connection and knowledge-sharing, not substitute for it. 9. From reduced silos to AI-connected ecosystems AI enables organizations to connect data, teams, and insights in unprecedented ways. It integrates disparate systems, uncovers hidden patterns, and creates shared knowledge hubs across functions. However, AI-driven integrations must be carefully managed to avoid data privacy risks and unintended information bottlenecks. The most agile organizations use AI to enable seamless knowledge flow while maintaining necessary governance. 10. From embedded change management capability to AI-enhanced change agility AI transforms how organizations plan, execute, and sustain change efforts. AI-driven change management platforms predict adoption barriers, personalize stakeholder engagement, and generate real-time adoption metrics. Yet AI will never replace the human trust, leadership, and communication skills that drive real change. Agile organizations embed AI into their change management strategies as an enabler and amplifier for effective transformation. The Path Forward: AI as the Agility Multiplier The rise of AI amplifies the need for agility. Organizations that thrive will be those that integrate AI into their enterprise strategies while ensuring human leadership, judgment, and adaptability remain central. Based on Prosci research and client work, here are the evolved agility attributes for the AI era: We anticipate, plan for, and model changes with AI-driven foresight We make fast decisions by leveraging AI insights while maintaining human judgment We effectively prioritize and manage our change portfolio with AI-powered analytics We effectively initiate change efforts with AI-assisted strategy development We have enhanced risk management through AI-driven predictive monitoring We have human capital strategies that integrate AI to enhance workforce adaptability We rapidly develop and deploy new capabilities by harnessing AI for innovation We encourage cross-organizational collaboration with AI-enhanced communication We have reduced silos by using AI to connect data, insights, and teams We have an embedded AI-augmented change management capability Organizations that harness AI effectively with agility will outpace their competition. By embedding these AI-enhanced agility attributes into their organizational DNA, businesses will not only keep up with change but also lead it. The question for leaders today isn't whether to embrace AI, but how to do so in a way that amplifies your organization's natural agility while preserving the human elements that make transformation successful.

Organizations investing millions in AI technology often fail to realize expected returns, not because of technical failures, but because they're applying traditional change management approaches to a fundamentally different type of transformation. What Prosci’s AI Research Reveals About AI Change Recent Prosci research studying 1,107 professionals across organizational levels reveals the scope of AI adoption challenges which organizations are facing. The data is striking: Prevalence of Human vs. Technical Challenges of AI Adoption Human vs. Technical Challenges – User proficiency emerged as the primary challenge, accounting for 38% of all reported AI implementation difficulties. This breaks down into learning curve challenges (22%), prompt engineering struggles (11%), and inadequate training (6%). Technical implementation issues account for only 16%. This represents a fundamental shift from traditional technology rollouts where technical challenges often dominate. The Trust Gap is Measurable – The research reveals significant trust disparities across organizational levels. Frontline workers report minimal trust in AI (+0.33 on a -2 to +2 scale), while executives demonstrate significantly higher trust levels (+1.09). Leadership Support Drives Success – Organizations with "very smooth" AI implementations show dramatically different leadership characteristics. They demonstrate strong leadership support (+1.65) compared to struggling organizations (-1.50). These numbers underscore what workshop participants have been telling us—AI change is fundamentally different, and traditional approaches aren't sufficient. 8 Key Differences in AI-Driven Change Over the past six months, we've conducted AI adoption workshops with hundreds of change practitioners across industries in North America. Through polling data and feedback from attendees who are experts in their organizations, eight distinct patterns have emerged that separate AI transformation from traditional change initiatives. 1. The "never-ending phase 2" challenge Traditional change management operates on defined phases with clear endpoints. AI adoption breaks this model. As one workshop participant put it, "AI changes so fast—what are we chasing?" Another described it as a "never-ending Phase 2." The technology evolves rapidly, new capabilities emerge constantly, and organizations must adapt their implementations in real-time. Your change management plans need flexibility and agility, not one-time delivery. Reinforcement becomes an active process of continuous readiness rather than a finite goal. Successful practitioners are building adaptive, modular change plans and coaching sponsors to maintain visibility over longer, less predictable timelines. Aligning The Prosci ADKAR Model to Iterative Changes 2. Security concerns reshape risk management AI introduces elevated risks that traditional change management rarely encounters. Workshop participants noted a "heightened level of security concern" where "individual responsibility and risk mitigation become more important." AI systems can inadvertently expose sensitive data, generate inaccurate information, or create new vulnerabilities. The consequences in sensitive contexts—healthcare, finance, legal—can be severe. This demands that risk management be integrated directly into every change management activity. Awareness campaigns must prioritize responsible behavior alongside tool adoption. Training programs need security-focused messaging woven throughout, not added as an afterthought. 3. Ethics and governance take center stage Unlike traditional technology implementations, AI decisions can perpetuate bias, generate misinformation, or impact people's lives in ways that aren't immediately visible. Workshop participants consistently raised "ethical and responsible use" and "ethical and bias concerns" as central challenges. Building awareness must explicitly include ethical considerations, not just operational changes. Sponsorship coalitions need to visibly model ethical behavior to set the organizational tone. Forward-thinking practitioners are creating visible feedback channels to identify and course-correct ethical risks early, integrating policy updates directly into knowledge-building activities. 4. The shift to individualized learning Traditional training approaches fall short with AI adoption. The technology demands personalized, self-directed learning to build sufficient literacy. As one expert noted, organizations need to "build competencies to ensure resilience and flexibility to engage in continuous learning." AI tools apply differently across roles, departments, and individuals. A marketing specialist might use AI for content creation, while a financial analyst applies it to data analysis. Generic training programs can't address this variety effectively. Successful practitioners are offering multi-path learning experiences: AI academies, peer-to-peer learning networks, and resource hubs that people can access based on their specific needs. 5. Scale and complexity demand enterprise thinking AI implementations often affect multiple departments simultaneously, without clear boundaries. Workshop participants described "the scale of it all—change, speed, etc." with "AI potentially having no limits." Traditional project-based change management approaches struggle with this scope. AI adoption requires enterprise-wide perspective, broader stakeholder impact assessments, and sponsorship coalitions of senior leaders. The complexity isn't just technical—it's organizational. AI implementations trigger cascading changes across business processes, decision-making frameworks, and organizational structures. 6. Navigating ambiguity in future states Traditional change management excels at moving from clearly defined current states to well-articulated future states. AI adoption challenges this model. Participants noted "no clear 'tomorrow' state" and difficulty "defining the future state clearly." AI capabilities evolve rapidly, and organizations can't predict exactly how they'll use the technology six months from now. The solution isn't to wait for clarity—it's to equip people to navigate ambiguity confidently. Practitioners are framing communication around progress markers rather than final destinations, reinforcing organizational purpose to anchor people even as tactics evolve. 7. New forms of resistance require new responses AI evokes distinct resistance that goes beyond typical procedural concerns. Workshop participants described "different and new types of resistance, more fear-based, around risks, unknown factors, loss of relevancy, and societal impacts." The fears are deeper and more personal. People aren't just worried about learning new processes—they're concerned about their fundamental relevance in an AI-enhanced world. Standard resistance management techniques aren't sufficient. Practitioners need to address emotional drivers, not just procedural hurdles. Building desire becomes harder because the perceived threat feels existential. 8. Reshaping roles and work dynamics AI significantly impacts roles, responsibilities, and workplace dynamics. Participants noted major implications for the "future of work and roles" with "knowledge and ability varying from team to team." This isn't just about learning new tools—it's about fundamental work redesign. AI changes how people spend their time, what skills they need, and how they create value. Practitioners are building future-state role maps showing how AI complements human capabilities and reinforcing an organizational narrative of partnership with AI rather than competition. Early Warning Signs and Success Indicators Our research reveals clear patterns distinguishing successful AI transformations from struggling ones. Organizations with "very smooth" implementations demonstrate dramatically different characteristics: The Experimentation Gap – Organizations with "very smooth" implementations strongly encourage trying new tools, while those "making progress with challenges" show moderate encouragement. Organizations struggling with implementation actually discourage trying new tools. This stands out as one of the strongest predictors of AI implementation success. Leadership and Cultural Alignment – Successful organizations demonstrate strong leadership support and organizational culture that actively supports AI-driven change. Data Openness Balance – Organizations with smooth implementations show higher data openness compared to struggling organizations, demonstrating the importance of balancing security with accessibility. Warning Signs to Watch For: Executives expressing high confidence while frontline workers show resistance Security concerns being treated as separate from change management Training approaches that don't account for role-specific AI applications Discouraging experimentation rather than fostering safe exploration Adapting Your Change Management Toolkit Traditional change management tools require thoughtful adaptation for AI adoption success. Our Prosci ADKAR Model remains relevant, but awareness-building must encompass ethical considerations and continuous learning expectations rather than just operational changes. Communication strategies need to emphasize progress markers over final destinations while addressing the measurable trust gap between organizational levels. Training approaches must shift from one-size-fits-all to personalized learning journeys that build adaptability skills alongside technical competencies. Perhaps most critically, sponsorship requirements expand beyond individual project sponsors to coalitions of senior leaders who can maintain visibility and model ethical AI behavior over extended, less predictable timelines. Preparing for Continuous AI Evolution AI adoption isn't a destination—it's an ongoing journey of organizational capability building. The most successful organizations treat AI change management as a core competency, not a project deliverable. This means building internal expertise in AI-specific change patterns, developing organizational agility for continuous adaptation, and creating cultures that embrace rather than resist AI-driven evolution. AI adoption success depends more on managing the human side of change than on the sophistication of the technology. For change practitioners willing to adapt their approaches, this represents both a significant challenge and an unprecedented opportunity to demonstrate the strategic value of expert change management. Make A Strategic Investment in Adoption AI adoption is more than a technical implementation—it’s a transformation in how your people work, innovate, and deliver value. The path to success requires deliberate strategies to engage employees, align leadership, and integrate AI into workflows. By partnering with Prosci, you’ll gain a trusted guide with the research, methodologies, and expertise to manage the people side of AI adoption effectively. With Prosci, your organization will not only achieve the full promise of AI but also build the change resilience needed to navigate future transformations. Partner with Prosci to unlock the full potential of your AI initiatives—and secure lasting competitive advantage in an AI-powered future.