Digital Change Tools

Successful Adoption of Digital Change Tools: Key Insights for Change Managers 

As Change Professionals, our role has evolved alongside the technological advancements shaping the way organisations manage and implement change. The ability to navigate complex change landscapes requires not just strategic thinking, but also the adoption of digital tools that streamline the process, improve efficiency, and drive better outcomes. In a recent webinar, industry experts discussed the critical elements of successfully securing support for digital change tools.

Here are the key points from that discussion, highlighting the importance of securing executive buy-in, conducting due diligence, starting small, and quantifying the return on investment (ROI) to ensure the successful integration of change management tools. 

1) Securing Executive Sponsorship: The Key to Success 

One of the most crucial steps in creating buy in for

digital change tools is securing an executive sponsor who can champion the initiative. Without someone in a position of influence advocating for the change, it can be challenging to get the necessary budget and support from across the organisation. 

Executive sponsorship is more than just getting a senior leader on board. This individual needs to be both financially invested and influential enough to drive the project forward. As one panellist put it, “If you can identify a sponsor with the budget and the influence to support a change management solution, you’re setting yourself up for success.” 

The earlier you can secure this sponsorship, the better. Developing a strong business need presentation, which clearly outlines the potential business benefits of the change tool, is a great first step. This doesn’t need to be a full-blown business case at the outset but should convey the key points that will later support a more comprehensive business case.

2) Conducting Due Diligence: Market Scanning and Proof of Concept

Choosing the right change management tool is no small feat. There are numerous options on the market, each with its own strengths and weaknesses. Conducting a thorough market scan is an essential part of due diligence, as it helps you understand the landscape and identify which solutions are most suitable for your organisation’s unique needs. 

 A detailed market scan should not only consider the functionality of the technology but also evaluate the provider’s ability to support the business in growing its internal capabilities. A tool might look perfect on paper, but if the vendor cannot provide adequate training and support to your team, it won’t deliver its full potential. 

 Following the market scan, consider running a trial or proof of concept (PoC). The trial typically takes place in a sandbox environment, allowing you to test the tool’s interface and usability without integrating it into your systems. A PoC, on the other hand, goes deeper. It’s a paid exercise where the tool is implemented in your organisation’s environment to simulate a real-world deployment. This helps you evaluate its effectiveness in a more controlled, practical setting.

3) Start Small: Demonstrating Value Before Expanding

While it’s tempting to dive in and utilise every feature a new tool has to offer, it’s often more effective to start small. As one expert noted, some of the most successful implementations began with just a few key features – such as change impact assessments and stakeholder mapping—before gradually rolling out the full suite of tools. 

By focusing on a limited number of features, you can demonstrate tangible benefits in a short period of time. For example, by using stakeholder mapping and impact assessments, one organisation was able to generate a high-level view of their change initiatives and present this to senior executives. This led to faster approval for a broader rollout, as the initial benefits were clear. 

Starting small also allows change managers to gradually introduce the tool to the wider team, making it easier for everyone to adapt to the new system without feeling overwhelmed.

4) Quantifying Return on Investment: Speaking the Executive’s Language

To get your business case over the line, you need to speak the language of the executives who will be approving the investment. This means focusing on two key components: return on investment (ROI) and risk mitigation. 

Executives aren’t necessarily interested in the finer details of change management – they want to know what tangible business problems the technology will solve and how it will impact the bottom line. For example, if you can show that a change tool will reduce the time it takes to implement a change by 25%, you can then quantify the financial savings associated with that reduction. 

In one case, a change management tool increased productivity by 50%, allowing the change team to support twice as many projects. Rather than using this as an opportunity to reduce headcount, the organisation leveraged the additional capacity to provide more focused support to senior leaders, driving better outcomes across the board. 

Quantifying these types of results is critical to building a solid business case. Metrics such as time saved, productivity gains, and the reduction of change-related risks will resonate far more with executives than abstract concepts about engagement or activation. 

5) Cultural Fit and Flexibility: Finding the Right Tool for Your Organisation 

When adopting any new tool, it’s essential to ensure that it fits within your organisation’s culture. A tool might have all the features you need, but if it doesn’t align with the way your organisation operates, it will be difficult to gain traction. 

Flexibility is another important consideration. The tool should be adaptable enough to meet the evolving needs of your change practice. One of the panellists shared an example where they used a modular approach to implementation. This allowed the organisation to start with a few key functions and gradually expand as their needs evolved, ensuring that the tool continued to add value over time. 

6) The Role of External Guidance: Getting an Independent Perspective 

External consultants can provide valuable guidance during the implementation of digital change tools. While internal change managers are deeply embedded in the organisation, bringing in an external partner can offer a fresh perspective and help build executive trust. 

In many cases, external partners can act as mediators, helping to bridge the gap between the change team and the broader organisation. They can also provide reassurance when things get tough, reminding the team that setbacks are part of the process and encouraging them to stay the course. 

Involving external guidance in business case development can be particularly beneficial. Executives may view an external consultant’s input as more objective than that of an internal team member, making it easier to gain approval for new initiatives.

7) The Practical Benefits of Digital Change Tools

Ultimately, the value of digital change tools lies in their ability to provide a unified view of change across an organisation. This single view allows for better decision-making, reduces risk, and increases efficiency. For example, by tracking stakeholder sentiment, change readiness, and impact assessments in one place, change managers can quickly identify areas that need attention and take corrective action before problems escalate. 

Moreover, these tools allow organisations to manage not just project-based change, but also broader business-as-usual (BAU) changes. This holistic approach ensures that no change initiative is overlooked, and that resources are allocated more effectively across the board. 

Conclusion 

Adopting digital change tools is no longer optional for organisations that want to stay competitive in today’s fast-paced environment. By securing executive sponsorship, conducting thorough due diligence, starting small, and quantifying ROI, change managers can ensure a smooth transition to a digital-first approach. With the right tools and strategies in place, organisations can not only streamline their change processes but also enhance their overall capacity for managing change. 

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