Change Management
Station 4
- Duration
- ongoing
- What you get
- Training concept and materials
- Workshop documentation
- Adoption report with follow-up
What happens in station 4, embedding and securing impact?
Station four of the Optima process chain makes sure the team adopts the new way of working and that the change survives everyday pressure. It runs continuously and begins as soon as a process is live.
The reason this is a stage of its own is simple: introduced software is quietly abandoned when nobody closes the old routes and nobody is responsible the moment something jams. The work therefore happens on three fronts at once, on training, on communication, and on measuring actual usage.
Documents remain with the company afterwards: a training concept with materials, a workshop record, and an adoption report that evidences usage and captures what was adjusted. Where usage falls short of expectation, the response is adjustment rather than demand, meaning work on the process instead of pressure on the team. A named contact stays reachable beyond go live and remains responsible after the project formally ends.
Context
- 70%
- of transformation projects miss their objectives. Primary cause: insufficient involvement of the people affected (McKinsey Global Survey).
- 6×
- more likely to succeed are projects where excellent change management is applied (Prosci Benchmarking Report).
- 58%
- of Austrian employees cite 'lack of involvement in decisions' as the main reason for rejecting change (WKO survey).
Why change efforts fail
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
Using the ADKAR model during rollout and daily work
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
Staff help design the new processes in workshops. This brings up practical questions that need answering before rollout.
Training & Enablement
We practise in small groups using tasks from your business. Staff learn how to use the software and how their work will change.
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.
Frequently asked questions
Is your team preparing for a change?
Talk to us about how we can guide your team through the change.