Make the change stick.
A new system, process or way of working only creates value when people actually adopt it.
As Prosci Certified Change Managers we use evidence-based frameworks that helps people understand, adopt and sustain change so the business gets the result it expected. It is not simply communication and training.
This is what poor change management looks like.
You have probably lived at least one of these. Each is a sign the technical side was delivered but the people side never landed.
It cost more than it delivered
The initiative cost more and returned less than the business case promised
It fizzled out
A track record of initiatives that started well and quietly faded out
The improvement never showed up
The improvement you were promised never fully showed up
Trust wears thin
Staff who have been through this before are slower to believe it this time, and protect themselves instead of getting on board
Redoing what should've been done
Rounds of rework and redoing things that should have been settled
Old habits crept back in
Staff half-adopting, building workarounds or slipping back to the old way
What change management adds to a project
And this isn't just consultant theory — projects with excellent change management are approximately seven times more likely to meet or exceed objectives than those with poor change management.
Source: Prosci Research Hub. Percentage of respondents who met or exceeded project objectives by change management effectiveness: Poor 13%, Fair 39%, Good 73%, Excellent 88%.
Training alone doesn't make changes stick.
Training can show someone what to do. It does not necessarily mean they understand why the change is needed, want to support it, can apply it under real working conditions or will continue doing it afterwards. The Prosci ADKAR® Model describes these stages as Awareness, Desire, Knowledge, Ability and Reinforcement. Heron is a Prosci-certified change practitioner, so the people side is run on a proven method rather than guesswork.
Each stage builds on the one before it. Skip a step and the ones after it don't hold.
A solution only creates value when people actually use it.
You have already paid for the change. The return comes from what happens afterwards. A new CRM going live, a workflow being documented or a restructure being completed is not the business outcome. The value appears when people use the new way of working consistently and it produces the improvement the business changed for.
How change management fits with project delivery
These disciplines overlap. They are not a strict sequence. Diagnosis informs design, delivery planning begins as the solution takes shape, and change management starts early and runs across the work to support implementation, adoption and value realisation.
Change management works across the journey, helping turn implementation into sustained adoption and realised value.