Supporting the change

By Redaktion techport.ai, IT-Beratung · Last updated on 21 August 2026

Every IT introduction changes work. People lose routine, some lose part of their standing because their knowledge now sits in the system, and everyone initially needs longer for the same task. Ignore that and you do not get a motivation problem, you get an adoption problem: the system runs and the work runs alongside it.

Change management does not mean generating enthusiasm. It means making sure that the people who have to work with the result know in time what is happening, why it is happening and what it means for them specifically.

How you notice it

Managers learn about a change at the same time as their teams, or later.
There is a factually correct announcement, but nobody has answered what changes for the individual.
After go-live the old and the new way run in parallel and the old one wins.
Criticism gets dismissed as resistance although it contains valid points.

Why this happens

Projects are led by people who understood the benefit of the change long ago. They have spent months on it and consider the reasons obvious. For everyone else the change begins with the announcement, often a few weeks before go-live. That gap between the knowledge of the project and the knowledge of those affected is the actual cause, and it grows with every month a project works internally.

How we go about it

Identify those affected and the impact. We establish which groups are affected and what specifically changes for each, down to the level of individual activities. From that follows who needs to learn what and when, and where genuine disadvantages are to be expected.
Managers first. We inform managers before their teams and equip them with answers to the questions that will come, including the uncomfortable ones. A manager who cannot answer in front of their team becomes an opponent of the project without meaning to.
Involve people where they have real influence. We bring the departments in where they can genuinely co-decide, for example on workflows, labels and exceptions. Token involvement in matters already decided does more harm than no involvement.
Follow up after go-live. We measure adoption, talk to the areas where it does not materialise and deal with the causes. Frequently these are gaps in the business logic rather than a lack of willingness, and they are solvable once someone asks.

What you gain

Systems that are used instead of parallel routes running quietly.
Managers who carry the change because they can explain it.
Early signals about gaps from the areas that notice them first.

From our projects

Resistance is in most cases not an attitude but information. When a group rejects a new system, there is usually a specific step behind it that has become worse than before: three additional clicks in a transaction that occurs a hundred times a day, or an analysis that used to be available at the touch of a button. Those points are almost always solvable once they are named, and they only get raised if criticism is not treated as a disturbance. In the first weeks we therefore ask specifically what has become worse rather than about general satisfaction.

Häufige Fragen

When should we start communicating?

As soon as it is settled that something is happening, even if not all details are clear. Early information with open points beats late information with complete answers, because rumours fill an empty space faster than any project communication. What matters is naming open points as open and giving a date for the answer.

What if a manager does not support the change?

First find out why. There is often a factual reason, for example a metric that person is accountable for and that will temporarily get worse because of the switch. If that point is not on the table, the resistance looks personal although it is not. If the rejection persists after clarification, it is a leadership question rather than a project question.

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