Supply chain digitalisation is crucial for staying competitive in today’s market
Supply chain digitalisation is critical for firms to remain competitive in a rapidly changing market. Supply chain digitalisation offers many benefits, however, these benefits often come with significant challenges that must be addressed.
Many digital transformation projects fail, not because the technology is unreliable, but because the people who are supposed to adopt it are resistant to change or because the change was not handled correctly. According to Prosci, projects with effective change management are seven times more likely to reach or exceed their goals. This underscores the importance of managing change effectively, both from an individual and organisational perspective, to achieve digital transformation goals. This is a striking reminder that successful transformations and digitalisations are as much about managing people as they are about deploying tools.
Let’s dive deeper into why resistance to change arises and, more importantly, how you can tackle it effectively.
Why does resistance happen?
Resistance isn’t just about being stubborn or afraid, it’s how people naturally react to uncertainty and feeling at risk. Imagine asking a team of warehouse operators to abandon a system they’ve relied on for years in favour of an unfamiliar, automated solution. For them, this shift could feel less like an improvement and more like a disruption or threat.
But resistance isn’t limited to operational teams. Managers, often tasked with implementing change, may hesitate too. They are caught between the strategic goals of leadership and the concerns of their teams. According to studies by Prosci, 39% of resistance comes from managers, while 27% comes from frontline employees who may feel unprepared or unconvinced.
Resistance isn’t always bad, it’s a sign of concerns or communication issues. By tackling these issues, you can gain trust and move forward effectively.
Lessons Learned: Help People Grow Into Change—Not Push Them Through It
1. It starts with the why
People are far more likely to embrace change when they understand its purpose. Why does this digital transformation matter, not just for the organisation, but for them personally?
Take the example of a logistics company moving to a predictive analytics platform. Instead of focusing solely on efficiency gains, explain how this change will reduce last-minute rush orders or stockouts, relieving stress for teams and enhancing customer satisfaction. Highlighting personal benefits transforms abstract goals into tangible incentives.
2. Involve, don’t dictate
One of the most common mistakes in change initiatives is treating people as passive recipients of new processes rather than active participants. Invite your teams into the conversation early. Involve them in co-creating solutions where possible.
For instance, when introducing automation in a warehouse, ask for operator feedback during pilot phases. Not only does this improve the solution itself, but it also fosters a sense of ownership, reducing resistance.
3. Recognise resistance and address it head-on
Ignoring resistance doesn’t make it go away, it amplifies it. Instead, treat resistance as an opportunity to identify blind spots. Why are some employees hesitant? What concerns are managers raising?
4. Change Management Is Support, Not Manipulation
Too often, change management is misunderstood as a tactic to convince or coerce people into doing something they don’t want to do. But real change management is nothing like that. It’s not about pushing people—it's about guiding them. When done well, change management doesn’t manipulate-it enables. It helps people adapt, grow, and ultimately succeed in a new environment.
By engaging directly with these questions, you demonstrate a willingness to listen, which in itself can reduce tensions.
How ADKAR can help you succeed
Managing change effectively requires more than just goodwill, it demands structure. While there are several models for managing change, ADKAR is one of the most well-known and respected. Developed by Prosci, it specifically addresses the individual side of change, providing a framework to help individuals navigate transitions effectively. The model breaks change management into five actionable stages.
Awareness: understanding the need for change
This step is about ensuring that every stakeholder understands why change is happening and what’s at stake if the status quo remains.
Example: In a manufacturing company, demonstrate how shifting from a manual production scheduling system to an automated one can reduce downtime and improve on-time delivery rates. This step creates awareness by showing how current inefficiencies impact both productivity and customer satisfaction, while highlighting the benefits of change.
Desire: building the will to change
People must see personal value in the transformation. What’s in it for them?
Example: Show warehouse operators how automation will eliminate repetitive tasks, allowing them to focus on higher-value work.
Knowledge: gaining the right skills
Without proper training, even the most motivated employees will struggle to adapt.
Example: Provide hands-on workshops tailored to specific roles, ensuring that learning is practical and directly applicable.
Ability: applying what they’ve learned
Learning isn’t enough; employees must feel confident using new tools or processes.
Example: Roll out pilot programs where teams can practice in less critical settings before full deployment.
Reinforcement: making change stick
Old habits die hard. Reinforcement ensures that new practices become second nature.
Example: Provide ongoing support through regular follow-ups, refresher training sessions, and feedback mechanisms to ensure new practices are reinforced. You can track and reward adherence to the new system by highlighting team successes in meetings or company newsletters.
Organisational change: a critical pillar for success
While the ADKAR model focuses on individual change, addressing change at the organisational level is equally important. A successful transformation requires mobilising the right resources and institutional support. Here are some key aspects to strengthen organizational change:
1. A visible and active sponsor
Studies by Prosci show that having an engaged sponsor is the most important factor in project success. This sponsor should:
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Actively participate throughout the project.
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Build a coalition of support with other key leaders.
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Communicate directly with employees to emphasize the importance and benefits of the change.
An engaged sponsor sends a clear message that the project is a priority and has backing from the highest level.
2. Building a coalition of support
complex projects, one sponsor isn’t enough. Creating a coalition of sponsors ensures alignment across departments and management levels. This coalition acts as a relay to promote the project and address team concerns.
3. Management engagement
Managers play a crucial role in change management. As communicators, coaches, and resistance managers, they must be equipped to support their teams during the transition. This includes:
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Training managers on their responsibilities within the project.
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Integrating project objectives into performance plans and monitoring.
4. Tools to monitor and adjust
Tracking organizational progress is essential for identifying obstacles and adapting actions. Tools like the Prosci Change Triangle (PCT) assessment can help measure overall project health and pinpoint areas for improvement.
Ready to tackle change? Let’s talk.
Are you facing challenges with resistance to change in your digital transformation projects? Would you like to learn more about the ADKAR model or hear about real-world success stories from companies like yours?
Reach out to us. We’re here to help turn your challenges into opportunities for growth and transformation.
