Andrea Ficarelli – Senior Change Consultant Most organizations undergoing major transformations are asking the same question: will the new ways of working we’re driving toward take hold and deliver lasting impact?
Even with strong leadership support, a clear “why,” and a solid engagement plan, change can struggle to deliver its intended impact over time. Successful change ultimately happens through repeated day-to-day behaviors of individuals. Using a new system once doesn’t mean it’s been fully adopted, just as completing a transition doesn’t mean new ways of working have become routine.
Humans are naturally resistant to new ways of working because the brain wants to conserve energy, and changing takes a lot of energy. Think about moving to a new house, starting a new job, or simply finding the utensils in this drawer, not that one, after reorganizing the kitchen.
Change takes hold when capacity, roles, measurement systems, and governance are aligned with the behaviors the organization needs to drive. Here are four best practices to embed change and make it stick:
Individuals need to adopt new ways of working and cement them into existing work, but they can’t do this in a vacuum. This requires:
While new ways of working may take longer to test and refine, that time investment is necessary to realize long-term benefits. Training is crucial, but real learning (and ultimately behavior change) happens on the job.
If a crossing guard doesn’t have the authority (vest, stop sign, whistle) to get the job done, they’re not going to be very effective. In organizations, when people try to implement new ways of working without the authority to actually get things done, they can quickly become frustrated. Think about:
To reinforce change, consider what a role needs to do differently and how people in the role need to interact with others to get the job done.
People don’t need a reward to do every task their job entails, but problems surface when old or conflicting behaviors are more enticing. If one behavior is highly visible—talked about during performance reviews, tied to bonuses, or given public praise—and another behavior lives in the shadows, it’s natural to see the more visible behavior outperform the other.
People only have so much time in the day, and they will consciously or unconsciously prioritize what gets measured and rewarded. Find ways to track progress on new behaviors and embed those measurement methods into performance management systems so they have longevity.
Establish engagement and adoption measures early to track progress, identify barriers, and continuously refine the change approach. Consider tracking:
Teams that are directly impacted need to understand how leadership is measuring success. Maintain open two-way communication well beyond launch to keep people informed, gather feedback, and adapt as new information emerges. Engaging employees as active partners in the change process helps sustain adoption.
The true measure of a successful transformation is how well new behaviors become part of everyday work. Alignment, communication, and training lay the foundation, while aligned roles, capacity, measurement systems, and governance reinforce adoption over time. When these elements work together, organizations are better positioned to sustain change and realize the full value of their investment.