Change Management & Adoption
70% of transformation projects fail, not because of technology, but because of people. New processes, new tools, new ways of working only succeed when teams genuinely embrace them. We make sure that happens.
Why change efforts fail
of transformation projects miss their objectives. Primary cause: insufficient involvement of the people affected (McKinsey Global Survey).
more likely to succeed are projects where excellent change management is applied (Prosci Benchmarking Report).
of Austrian employees cite 'lack of involvement in decisions' as the main reason for rejecting change (WKO survey).
Resistance to change is not a character flaw. It is a natural response to uncertainty. Our task is to reduce that uncertainty, through transparency, involvement and honest communication. The ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) forms the scientific foundation of our approach.
Our approach
ADKAR-based, practical, adapted to Austrian corporate culture
Stakeholder Analysis
Who is affected? Who has influence? Who might block? We map the network of interests and relationships, and derive from it who we engage, when and how.
Communication Planning
Why now? What changes concretely? What stays the same? What does the team gain? Clear, honest answers to these questions are the foundation of every successful change communication.
Involvement & Co-Design
Turning those affected into participants is more than a slogan. We design targeted workshops in which teams co-develop new workflows. What you helped build, you don't let fail.
Training & Enablement
Not just 'how do I use the tool', but 'why is this new way of working better for me'. We train in a practical, small-group setting with real use cases from everyday work.
Adoption Monitoring & Reinforcement
We measure usage rates, gather qualitative feedback and adjust. Where adoption stalls, we intervene specifically, with coaching, sharpened communication or adjusted workflows.
What you receive
Stakeholder Map
Overview of all affected groups with influence, impact and recommended engagement strategy.
Communication Plan
Structured plan with messages, channels, timing and responsibilities.
Workshop Documentation
Results of co-design workshops, agreements and open items.
Training Concept & Materials
Role-specific training materials and delivery plan.
Adoption Report
Actual usage metrics, feedback evaluation and follow-up measures.
From the field
Viennese tax consultancy · ~55 employees
The introduction of a digital onboarding process for new client mandates failed at first: the system was technically ready but barely used. In the second attempt with structured change management: employees co-designed the new process in workshops, training was tailored to real-life daily situations. Result: onboarding from 3–4 weeks down to 5 working days, 4 hours per week saved, and the team became the strongest advocate of the solution.