Carrywater - business architects

Change management


Why do changes fail?

Even though organisations invest fortunes into sophisticated technologies that support their transformation processes and increase allocation of their resources to planning and project management tasks, many CRM implementation projects fail, ERP implementations end up with financial losses and mergers do not bring the expected benefits.

The reason for this is incorrect evaluation of the impact of the desired change on the people it will affect, who are frequently underinformed, unmotivated and consequently reluctant to accept the change that disrupts their usual routines, and who make their introduction unexpectedly difficult. Either consciously or subconsciously they preserve their habits and operational practices and avoid using the new tools and procedures.

Carrywater’s solution

We offer our support in the change management process, which is aimed at minimising resistance to the change and its adverse consequences. We introduce a philosophy of an open and participative change management model: we research the organisation’s readiness for change, analyse the potential sources of resistance and propose mechanisms that trigger user involvement in the change process (such as issue-oriented workshops, supporting the leaders). We develop and implement a plan of communication and promotion of the change and its consequences. We also assist in the process of making the change permanent.

Business value

A business transformation is conducted in a way that reduces resistance against it on the hand and minimises its impact on project success on the other. As a result, the organisation manages to evoke
interest in the change and inspire constructive participation of the individuals included in the change process, thus increasing the likelihood of achieving the expected business objectives.


Depending on the scope agreed, our involvement usually produces the following deliverables:

  • Definition of the change (to-be status)
  • Analysis of sources of resistance against the change
  • Map of change stakeholders, including the roles that are key to its implementation
  • Strategy of motivation
  • Change communication and promotion plan
  • Communication materials: presentations, publications, announcements
  • Surveys that probe the opinions and attitudes of change stakeholders

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