Change Management Blog

Explore the Levels of Change Management

Latest Posts Individuals Projects and Initiatives Enterprise Archives

View All Posts

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. {{cta('192538194835','justifycenter')}} 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: Pr...

Read story

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.

Preventing and Managing Resistance to Organizational Change

After working with organizations through thousands of change initiatives, we've noticed practitioners spend enormous energy responding to resistance that could have been prevented. They build elaborate response strategies, hold difficult conversations, and work to convert detractors when the real opportunity was months earlier during planning. The pattern is understandable. Resistance feels urgent when it appears. But our research tells a different story about where to focus your effort. What Prosci Research Reveals About Resistance to Change In our Best Practices in Change Management research, participants identified the top reason employees resist change isn't fear, like many people assume. It's not even desire to maintain the status quo. It's lack of awareness about the purpose and reason for the change. This matters because it fundamentally shifts how we approach our work. When people can't answer "What's in it for me?" or don't understand the business reasons driving the change, their hesitation isn't resistance in the traditional sense. It's a gap in our change approach. The other reasons people resist follow similar patterns: Changes in job roles create concern when people lack desire to adopt new ways of working or feel they've lost autonomy Fear of the unknown emerges from uncertainty about the future and past experiences with failed changes Lack of support from leaders undermines confidence in the change Exclusion from change-related decisions leaves people feeling unheard or blindsided Each of these causes points to something we can address proactively. Resistance Prevention Costs Less and Works Better There are two distinct avenues for addressing resistance to organizational change: Resistance Prevention and Resistance Response. Prevention works to build readiness before barriers take root. Response addresses existing barriers after they appear. Prevention requires less effort, proves more cost-effective, and has a higher potential for success. This isn't just our perspective. Human-centered design principles emphasize understanding user needs before building solutions. Bridges' transition model shows that people move through predictable stages as they process change. When we design our approach around how people actually experience transition, we prevent many of the barriers that look like resistance. Effective steps for preventing resistance to organizational include: Define success clearly – Connect organizational goals to individual benefits. When people understand what the change will deliver and why it matters, you've addressed the primary cause of resistance before implementation begins. Assess readiness early –Identify stakeholders and their potential concerns. This isn't about predicting who will resist—it's about understanding change characteristics that might trigger hesitation so you can build your approach accordingly. Build strong sponsorship – Provide the visible support and commitment people need to feel confident in the change. A coalition of sponsors across impacted areas reinforces that message consistently. Equip people managers as CLARC leaders – When managers can communicate clearly, serve as liaisons between their teams and the project, advocate for the change, address concerns, and coach individuals through adoption, you've created a support structure that prevents most barriers from becoming significant obstacles. Develop targeted communications – Address specific WIIFM concerns for each impacted group. Two-way channels for feedback ensure you're hearing what people need rather than assuming. Create participation opportunities – Allow employees to shape solutions where appropriate. This directly addresses one of the five primary causes of resistance. When people contribute to change design and sequencing, they feel heard rather than targeted by decisions made without their input. Using The ADKAR Model to Diagnose and Respond To Resistance Even with strong prevention, you'll encounter barriers. People are complex. Organizations are complex. Not every concern surfaces during planning. When you see behaviors that signal hesitation or opposition, the Prosci ADKAR Model provides your diagnostic framework. Instead of labeling people as resistant, you identify which element presents the barrier: Awareness: "Why are we doing this?" needs clearer messaging about the reasons for change Desire: "What's in it for me?" needs better understanding of personal impacts and benefits Knowledge: "I don't know how" signals a training or guidance gap Ability: "I can't make it work" means they need more coaching or practice Reinforcement: "Why keep doing this?" indicates missing reinforcement mechanisms Each barrier requires different interventions. Attempting to address an Awareness barrier with more training wastes everyone's time. Trying to build Desire before establishing Awareness leaves people confused about why you're asking them to support something they don't understand. The model keeps you focused on root causes rather than symptoms. When mid-level managers show high resistance, as our research indicates they often do, ADKAR helps you understand why. Are they aware of the change and its business drivers? Do they have confidence in their ability to lead their teams through adoption? Have organizational culture issues or past negative experiences undermined their belief that this change will succeed? For managers specifically, our research identifies five primary resistance causes: Organizational culture issues, including risk-averse environments and past negative experiences Lack of awareness and knowledge about the change and its ROI Lack of support and commitment when managers believe the change is a bad solution or fear losing control Misalignment between project goals and personal incentives Lack of confidence in their ability to lead the people side of change Understanding these specific causes allows you to address them systematically rather than treating all manager resistance as a monolithic problem. Responding Effectively to Resistance During Organizational Change When you need to respond to existing barriers, focus on behaviors rather than people. Never label individuals as resisters. Describe the specific behaviors you observe and what they might indicate about your change approach. Listen actively to understand root causes. What you're hearing gives you the information you need to adapt your approach: Trying to outlast the change signals people don't believe it's permanent or necessary Openly expressed negative emotions might indicate insufficient awareness or desire Absenteeism from trainings and meetings could mean knowledge or ability gaps Reverting to old ways shows that reinforcement mechanisms aren't strong enough Decreased productivity often reflects ability barriers or insufficient support during the learning curve Each of these behaviors tells you something specific about where to focus your response. Adapt based on what you learn. Address the specific ADKAR barrier with targeted interventions. Sometimes this means strengthening communications. Sometimes it requires more sponsor visibility. Sometimes it's adjusting timelines or implementation approaches to accommodate real constraints. Reinforce progress throughout the journey. Celebrate adoption milestones and share success stories that show how addressing concerns improved the change. This builds momentum and demonstrates that feedback creates real adaptation. When You Encounter Resistance to Organizational Change The practitioners who excel at responding to and preventing resistance to change share a common practice: they examine their own contribution before attributing barriers to others. When you encounter resistance, ask yourself: Have I actively listened to what people are saying? Have I helped sponsors articulate a compelling reason for the change? Have I aligned messages with the right senders and ensured those senders feel prepared? Have I established genuine feedback loops that allow concerns to surface early? This isn't about self-blame. It's about recognizing that resistance reveals gaps in our approach. When we see it as diagnostic information rather than an obstacle to overcome, we transform how we work. The Prosci Methodology sequences conversations deliberately. Define Success, Define Impact, Define Approach build on each other to create a comprehensive change strategy. When followed systematically, each conversation provides input for the next. This structure inherently prevents many barriers because you're building readiness as you develop your approach. The real work of addressing resistance isn't about converting people or demonstrating consequences. It's about using the ADKAR Model diagnostically, focusing on prevention, engaging people early in the process, and adapting based on what you learn. It's about building feedback loops into your approach from the beginning and responding to what those loops reveal. Resistance will always be part of change. People need time to process, adapt, and build new capabilities. But when you focus on prevention and use ADKAR to diagnose barriers when they appear, you transform resistance from a threat to your timeline into information that makes your change approach stronger.

Editor's Choice

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

Read story

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.

Read story

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.

Read story