Implementing Effective Change Management Part II

By Anne Marie Lanigan, Senior Programme Manager, Saros Consulting 

In the first part of this series, I discussed the importance of planning for effective change management. But even the most well-structured plans can falter if they aren’t backed by a supportive culture. Over the years, I’ve seen countless IT projects struggle because the cultural readiness for change was overlooked. Successful change isn’t just about processes and technology; it’s about fostering an environment that embraces new ways of working. Here are 5 recommendations that are sure to benefit any project and can often have positive knock-on effects well beyond and long after the project has been complete:

1.  Cultivating Openness with Kitchen Table Discussions: The Power of Informal Dialogue

Culture is the silent engine that drives change. If your organisational culture resists openness and transparency, change initiatives will face constant friction. That’s why it’s crucial to encourage continuous dialogue across all levels of the business.

A powerful, yet often underestimated, tool in creating a culture of change is the concept of “kitchen table discussions.” These are informal, honest conversations where people feel comfortable sharing their true thoughts and concerns. While structured meetings have their place, real buy-in often happens in more casual settings where hierarchy isn’t a barrier to open communication.

The key is to create opportunities for these discussions to take place naturally. For example, organising small, informal team chats over coffee or virtual catchups can surface insights that would never come up in a formal setting. They can become a barometer for how people are really feeling about the change. In my work with a global manufacturing client undergoing a major infrastructure overhaul, these informal sessions became a space where people expressed unfiltered concerns that allowed us to refine our approach, ultimately leading to smoother implementation. By actively encouraging these dialogues, you create a culture where transparency and trust become the norm.

I always recommend creating forums where open discussions are encouraged, whether that’s through regular check-ins, team workshops, or casual meetups. These conversations lay the groundwork for smoother change adoption.

2. Aligning Leadership with the Desired Culture

Leadership plays a pivotal role in embedding change within an organisation’s culture. It’s not enough for leaders to endorse the change—they need to model the behaviours they want to see. In every project I’ve led, the most successful ones have been those where leaders consistently demonstrated adaptability, resilience, and transparency.

However, senior leaders aren’t the only ones who need to be engaged. Mid-level managers are often the real change agents within organisations. Equipping them with the right tools, language, and support to lead their teams through change is vital. Investing in leadership development that focuses on active listening, empathy, and clear communication can pay off. Managers who can empathise with their teams are better equipped to drive engagement and smooth over bumps in the road. But it is more than training and development; it’s about empowering them with decision-making authority, encouraging them to model the change themselves, and giving them a voice in shaping the strategy.

In a past project with a pharmaceutical client, we invested in a comprehensive support program for middle managers, which included leadership coaching, peer forums for sharing challenges, and direct involvement in crafting change communications. The result? These managers became champions of the change, cascading positivity and alignment throughout their teams.

3. Recognising and Rewarding Early Adopters

Celebrating those who embrace change early is a powerful motivator. Quick wins should be recognised and rewarded, even if they seem small. Acknowledgment doesn’t always have to be grand—a simple shout-out in a meeting or a mention in an internal newsletter can go a long way.

I also advocate for peer-to-peer recognition programs. Recognition feels more authentic when it comes from a colleague rather than top management. It shows that people are genuinely engaging with the change, not just ticking boxes. Encouraging peers to highlight each other’s efforts builds a sense of community and shared ownership over the change.

4. Psychological Safety: The Bedrock of a Change-Ready Culture

At the heart of any successful cultural transformation is psychological safety—the belief that people can express their thoughts, concerns, and ideas without fear of negative consequences. When people feel safe to speak up, they’re more likely to engage with the change process, share innovative ideas, and contribute to the collective success of the project.

Creating psychological safety starts with leaders who are willing to be vulnerable, admit when they don’t have all the answers, and encourage open dialogue. In one IT modernisation program I led, we implemented “open-door” feedback loops and encouraged leaders to publicly acknowledge their own uncertainties. This transparency trickled down, fostering a culture where people felt safe to voice their concerns and offer solutions, leading to a more resilient and adaptive organisation overall.

5. Embedding Change into Everyday Practices

For change to become ingrained, it must be woven into the fabric of everyday operations. Too often, change initiatives are seen as temporary disruptions rather than permanent shifts. I advise clients to look for ways to embed new practices into their routine operations, whether that’s through updated performance metrics, new discussion points in team meetings, or even symbolic changes like rebranding processes or tools.

Sometimes, it’s the small, symbolic gestures that make a lasting impact. Reframing language, refreshing how certain processes are named, or introducing subtle shifts in routines can signal to the organisation that change isn’t just an event—it’s the new normal.

Culture Eats Strategy for Breakfast—But Why Not Serve Both?

There’s a famous saying: “Culture eats strategy for breakfast.” And while culture is undeniably powerful, what if the real recipe for successful change is making sure both are on the menu? Imagine trying to launch a cutting-edge IT system without an open, adaptable culture—it’s like building a state-of-the-art kitchen with no chefs willing to use it. Consider this: What if you viewed cultural readiness not as a soft, secondary concern but as the linchpin of your change strategy? By ensuring your culture is aligned with your strategic goals, you turn resistance into resilience and obstacles into opportunities. In the end, change is not just a technical upgrade—it’s a cultural transformation.