In the high-stakes world of IT, successful change management can be the difference between a smooth technology rollout and a costly failure. While much attention is given to the technical execution, the subtleties of change planning often require a deeper focus than anticipated. As a Senior Programme Manager at Saros Consulting, I’ve learned that true success begins long before any new system goes live. It’s rooted in a deliberate, strategic approach to planning—one that anticipates roadblocks, addresses resistance early, and aligns every stakeholder. In this first of a two-part series, we’ll explore how effective planning for change can set your IT projects up for success and uncover some overlooked techniques that might just change the way you think about managing change.
By Anne Marie Lanigan, Senior Programme Manager, Saros Consulting
In today’s rapidly evolving business landscape, IT leaders face the challenge of managing complex technology rollouts while navigating organisational change. Whether it’s infrastructure upgrades, software rollout or end-user computing (EUC) modernisation, the key to success lies not just in executing the technical components but in managing change effectively. I’ve had the privilege of guiding clients through these transformations, and one truth consistently emerges: effective change management begins with thorough and strategic planning. Based on my experience, here are 4 critical components to every successful change:
1. Conducting a Comprehensive Impact Assessment & Finding Hidden Voices
An effective change management plan starts with understanding the ripple effects of the proposed changes. An impact assessment isn’t just about listing out what’s changing—it’s about understanding how these shifts will influence every layer of your organisation, from processes and workflows to team dynamics and individual roles.
It’s essential to go beyond the obvious stakeholders. I’ve found that involving people who might not traditionally be included in early discussions—those on the fringes of the project—can unearth perspectives that might otherwise be missed. These might be those who work directly with the systems or processes that are changing, or even employees who have seen similar initiatives struggle in the past. These voices can spot potential roadblocks and offer insights that enhance your approach.
Seek out the “hidden voices” by using methods like anonymous surveys, informal focus groups, or even one-on-one conversations with front-line staff. These perspectives are often rich with practical insights that can reveal blind spots in your planning. For example, a pharmaceutical client I worked with discovered critical gaps in their EUC (End-User Computing) strategy by engaging warehouse workers who had previously struggled with outdated systems. By involving these voices early on, we were able to refine our approach and design a more intuitive solution.
2. Simplifying Complex Communications with Audience-First Storytelling
One of the biggest challenges in rolling out IT initiatives is communicating complex changes in a way that resonates with diverse audiences. This is especially true in large multinational organisations where stakeholders range from highly technical teams to business-focused executives. The trick lies in translating the technical benefits into strategic business outcomes.
When I’m working with clients, I always emphasize tailoring your messaging. For executive leadership, focus on strategic value and risk mitigation; for operational teams, highlight practical benefits like increased efficiency or reduced manual tasks. The language needs to be different, but the core message should remain consistent across the board.
Visual storytelling is a great tool here. Diagrams and infographics help distil complex ideas into something universally understandable. A well-told story can bridge the gap between strategy and action, transforming abstract objectives into a narrative that people can see themselves as part of. Ultimately leading to smoother project acceptance.
For example, in leading a critical infrastructure modernisation project with a relatively recent client, we leveraged storytelling to illustrate how the new technology would ease operational bottlenecks that had plagued their production lines. By connecting the change directly to issues that mattered most to the audience, we gained early buy-in and reduced resistance significantly.
3. Preparing for Resistance by Addressing Psychological Concerns
Resistance to change is inevitable, but rather than viewing it as an obstacle, I see it as an opportunity to engage more deeply with the organisation. People resist change not out of stubbornness but because of underlying concerns or unmet needs. In my experience, hosting workshops and having one-on-one conversations early in the project can bring these concerns to light before they turn into bigger issues.
It’s important to diagnose resistance before rushing to prescribe solutions. What may seem like simple pushback can often be rooted in fear, uncertainty, or past negative experiences. By identifying the root cause of resistance, you can design interventions that directly address these concerns, helping to bring people on board rather than forcing them through change. Consider applying models like the Kubler-Ross Change Curve, which helps map out the emotional stages—from denial to acceptance—that people typically experience during significant transitions.
During major IT rollouts, it can be beneficial to incorporate regular pulse checks into the process, using short surveys and feedback loops to continuously gauge the emotional temperature of the organisation. By doing so, you can pre-emptively address areas where fear and confusion are building, allowing you to course-correct your engagement strategies before they became full-blown obstacles.
4. Scenario Planning for Flexibility in Your Roadmap
While a structured roadmap is crucial, flexibility is equally important. Every project I’ve managed has required some level of adjustment along the way, whether due to unexpected feedback, shifts in business priorities, or external factors. Having a rigid plan can hinder progress when those inevitable changes arise.
The solution? Build multiple scenarios into your planning from the outset. Ask yourself, “What if adoption is slower than expected?” or “What happens if we lose a key stakeholder mid-project?” Having contingency plans allows you to pivot when needed, ensuring the project continues to move forward even when faced with challenges.
The commonality across these 4 critical components? Think Like a Chess Player, Not a Sprinter. It’s not about moving quickly from point A to point B, but about anticipating moves, countermoves, and understanding the interconnectedness of every decision. Looking for vulnerabilities or opportunities you didn’t initially see, ensuring your moves resonate across the entire organisation and thinking several moves ahead.
Consider this: What if your success isn’t measured by the seamless rollout of the technology, but by how well you’ve anticipated the hidden complexities – both technical and human – that could arise? The real challenge lies not in executing a flawless plan, but in your ability to adapt when reality inevitably shifts. So, as you plan, think beyond just the end goal. Think about the scenarios that might play out along the way, and how your strategy can flex to accommodate them.