Four lessons from managing change
I recently had a conversation about change management and realized it's been a while since I took a step back to reflect on key lessons, especially since the pandemic accelerated digitalization to a whole new level of scale and speed. Looking back on the many changes I've had to manage or be part of, four things stand out:
1. People over systems.
Assuming that what people do at work aligns with organizational goals, we need to look closely at what they do and why, then design solutions that connect organizational needs (like cyber-safe behavior) with how people actually work. People will naturally use tools that save them time and make their jobs easier. The key isn't to stop them, it's to provide tools that do the same thing safely, or to teach them how to use what they already have responsibly. And it's not just about matching functionality. User experience design matters enormously. There may be many tools for running surveys, but clear leaders emerge because they're simply more usable. So if you want people to use a specific tool, do good user research before settling on one.
2. But sometimes, change the system .
You can send endless reminders about creating strong passwords, but ultimately, safety may require changing the system, like requiring two-factor authentication. Back in the day, I remember how switching to electronically signed documents really made digitalization trickle down to everyone. Everyone signs something, and suddenly there it was: more convenient, and you experienced it for yourself. Digitalization went from being an abstract idea to something that felt real.
3. Leadership matters.
I remember when anything "digital" was dismissed as "you kids go play with your little digital toys." What a shift we've seen in just five years. A big driver of that change was leadership - when leaders sent strong, consistent messages about the change they envisioned, across all channels. Big change needs big voices behind it.
4. Keep listening, keep adjusting.
Change never ends, especially in large organizations where people and priorities constantly shift. Staying in touch and understanding where people are is essential, it's how you know whether you're on track or need to course correct.