By Candice Benson. This article was originally published in the Union Leader.
It will probably come as no surprise to you to read that people do not like change and yet so often companies miss this most obvious fact when undertaking a new change initiative. It is no wonder that projects inside of our organizations have a failure rate of more than 70% with Digital Transformation efforts tipping the scale at 80%.
For CIOs today, the stakes are high. Their agendas include rolling out company-wide digital transformation initiatives, addressing mounting cybersecurity concerns, and solving a growing talent shortage within the IT department. All eyes are on the CIO—not just to provide solutions but to lead the way through the uncertainty and resistance.
To lead successfully, CIOs must recognize that their focus must not only be on the technology, but on the people who will need to adopt it. The first step is recognizing that as these changes are announced, most employees will not embrace it.
Lessons from the Frontlines
This was an important lesson for our client Barbara, CIO at a mid-market enterprise grappling with outdated systems. The decision to adopt a cutting-edge platform was unanimous across the leadership team, but the process to implement was anything but smooth. Departments resisted change, deadlines slipped, scope and budget grew, and the frustration was palpable. Sounds familiar?
Like many leaders Barbara also made the mistake of believing that if the right people are involved in a project, success is assured. In our experience, however, success often depends about 15 percent on the right people and 85 percent on an effective change management process. That is, it’s more than simply putting your rock-star employee on the project; the way the initiative is managed has the most influence on the outcome.
What transformed Barbara’s situation was a shift in her focus to leverage change management to build buy-in, foster cross-functional collaboration, proactively address team concerns, and create an IT culture that embraced transitions. These strategies not only turned around her project but also ensured sustainable future outcomes.
Strategic Tools to Lead the Way
The key to overcoming implementation challenges for CIOs like Barbara lies in strategic change management and implementing tools that provide structure with a focus on the organizations’ people and processes:
- Prosci’s ADKAR or Benson Consulting’s A.I.M: These frameworks guide organizations through transitions with tools that focus on removing barriers to user adoption and prioritization on knowledge transfer.
- Data-Driven Insights: Real-time feedback and a focus on success metrics help evaluate progress and adapt strategies to ensure alignment and reduce risks.
- Robust Change Champion Network: Change champions play a crucial role putting new ideas into action, acting as a bridge between leadership and staff, and serve as role models for employees. Their role on your initiative includes resolving issues, engaging with key players, and communicating key messages about the change.
While the cost of implementing these solutions varies, allocating resources to training, tools, or expert guidance often yields high returns in improved efficiency, reduced friction, and successful adoption.
Managing Risks
As Barbara learned, the challenges don’t stop once plans are in motion. Resistance to change, misaligned goals across departments, or insufficient communication can derail even the best-intentioned projects. Proactively addressing these pitfalls is essential to ensure momentum doesn’t falter and that initiatives deliver lasting impact.
Timing also plays a critical role. Delaying action can allow inefficiencies to persist or amplify existing issues, while moving too hastily risks overlooking key steps in the planning process. Finding the right balance enables CIOs and their teams to act decisively, anticipating risks early and compensating for weakness, without compromising outcomes.
Empowering IT Leaders
For Barbara, strategic change management didn’t just resolve immediate challenges—it reshaped how her organization approached transformation. By fostering collaboration, engaging stakeholders, and prioritizing user adoption, CIOs can drive meaningful and sustainable change.
As technology continues to evolve at breakneck speed, Change Management is not a substitute for critical thinking and adaptability, but we have seen how CIOs who embrace it’s benefits and focus on their people will lead the charge in solving today’s complex challenges. Their leadership not only ensures successful transitions but also inspires resilience and innovation in an ever-shifting landscape.
Candice Benson, CEO of Benson Consulting Inc., is a certified Change Manager, Project Management Professional and Process Improvement Specialist. Her 20+ years of experience in project management and people change management has spanned multiple fields including Academia, Technology, Utilities, Finance, Life Sciences, Manufacturing and Non-Profits.
Candice, a true Change Agent, is certified in Change Intelligence (CQ®) and as a Prosci Change Practitioner and Trainer. She is an experienced PMO Director, Portfolio Manager, Program Manager, and Project Manager. She has been certified as a Project Management Professional (PMP®) from the Project Management Institute and is a Six Sigma/Lean certified leader, mentor, Project Management coach.