Change management is not one-size-fits-all: How do you tailor solutions to fit different needs?

Change – like introducing new systems and technologies – is a regular part of corporate operations. But when you involve different teams with different goals and ways of working, it is surprisingly easy for progress to become mired in mistrust and resistance.

So, how can organisations navigate these complex dynamics to ensure that change is adopted successfully? We spoke to Cat, a procurement change manager who leads Source-to-Pay (S2P) software implementation projects.

Change management: Learning from experience

Here at Efficio, we are gathering insights from business leaders with first-hand experience of change management, particularly within the procurement and supply chain space. This is the second article in our “rethinking change management” series, where we share various perspectives on how organisations can deliver transformations successfully.

When looking back on her own experiences of change management, Cat emphasised the importance of tailoring approaches to meet the diverse needs of the teams she works with. Below are some practical actions that she takes to navigate change.

(1) As many messages as there are needs

At the start of each project, Cat always takes the time to understand the perspectives of each relevant department. Often, it becomes clear that stakeholders have widely varying needs; senior leaders tend to be interested in the big-picture strategic updates and roll-out speed, while operational staff usually want to understand how the new systems will impact their everyday tasks.

Cat explained that listening to various stakeholders’ needs and concerns is critical to successful change management. When undertaking transformations, she deploys the appropriate channels to communicate with and invite input from each stakeholder group with, but not limited to:

• Webinars and town halls served as platforms for large-scale information sharing.
• Workshops provided opportunities for teams to share their views and get more hands-on involvement.
• Anonymous feedback forms can be used for more challenging topics or by those uncomfortable with public discussions.

“You need to offer diverse communications to meet people where they are,” Cat explained. “This needs to happen early in the project plan, or some stakeholders simply won’t engage.”

By offering various ways to engage, the team ensured everyone had the chance to participate, no matter their role or preference.

(2) Balance mass communication with one-to-one engagement

While group-wide communication keeps the entire organisation informed of changes, giving key stakeholders – like senior leaders, department heads, and the people most impacted by the change – more tailored attention is crucial to an initiative’s success.

As Cat observed, “A personalised approach helps build trust with key figures, ensuring that their voices are heard and their concerns addressed, without losing the efficiency and momentum of mass communication for broader updates”.

• One-on-one meetings help to address stakeholders’ specific concerns and offer a tailored understanding of how the change would affect their teams.
• In some instances, Cat equips internal leaders with talking points and gives them a platform to communicate directly with their teams, empowering them with credible and consistent messaging.

(3) Recognise that change can feel tough

Even when teams understand the need for change, it still doesn’t necessarily make working in a new way easier.

Cat stressed the importance of investing time to understand what can help teams ease into trying the new approach. When stakeholders feel that a new system is being imposed on them without adequate involvement, this can lead to frustration. She believes that, in many instances, this isn’t about rejecting the change itself; it is frustration at how the change is being delivered.

Cat emphasised that taking an inclusive approach is key to reducing emotional resistance. She has found that small actions – like listening more than speaking – can make a big difference. "Once we start bringing people into the process and giving them a say, the resistance softens."

• Design workshops bring stakeholders into the conversation at an early stage, allowing them to voice their opinions and feel part of the decision-making process.
• A change champion network gives colleagues who are respected by their peers early access to a new S2P system. These champions become informal advocates within their teams, helping to ease the transition.

(4) Success lies in long-term engagement

To truly embed change, maintaining momentum is crucial. But it is easy to lose traction when projects stretch over several months, and sustaining earlier levels of engagement can feel like an uphill battle.

According to Cat, continuous communication and visible feedback loops help keep stakeholders connected and involved in the ongoing changes, sustaining buy-in.

• Regular Q&A sessions. town halls, and online forums allow stakeholders to deliver feedback at every stage.
• Whenever feedback leads to real improvements in the project, communicate this to the organisation so employees can see their input is being heard and has tangible outcomes

Sarah, Cat’s colleague, explained, “People need to see that their input has value. Cat makes these feedback loops visible, so she can keep stakeholders engaged and maintain momentum throughout the project’s lifecycle.”

When it comes to change, tailor-made always fits better

Successful change management is not about forcing people to adapt – instead, it is about adapting your approach to bring them into the process. Cat’s approach is always focused on listening, adjusting, and responding to the unique needs of the organisation and the people within it.

Reflecting on her experiences, Cat told us: “Change isn’t something you can force – it is organic, and people need to be a part of it. Once you give them the space to engage, resistance gives way to progress.”

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