Digitalization is change – and change needs management. Experience from hundreds of digitalization projects in Switzerland shows: Success depends 30% on technology and 70% on people. Change management is therefore not a nice-to-have, but a critical success factor.
Change Management Basics
Why Change Fails
The most common reasons for failed digitalization projects are lack of communication, insufficient involvement of those affected, and inadequate support from leadership. Employees often perceive changes as a threat to their accustomed way of working. Without active support, resistance, frustration, and a return to old working patterns emerge. In Switzerland, according to industry studies, around 40% of digitalization projects fail due to a lack of change management.
Success Factors
Successful change projects are characterized by clear goal setting, visible commitment from leadership, early involvement of stakeholders, and continuous success measurement. Creating psychological safety is also crucial: Employees must know that mistakes are allowed and questions are welcome. Quick wins in the first weeks build trust and momentum.
Models (ADKAR, Kotter)
The ADKAR model from Prosci provides a structured framework: Awareness (awareness of the necessity), Desire (desire for change), Knowledge (knowledge about the new), Ability (ability to implement), and Reinforcement (anchoring). Kotter's 8-step model complements this with strategic aspects such as forming a guiding coalition and embedding changes in the corporate culture.
Practical Tips
Communication
Communicate the "why" before the "what" and "how." Use storytelling and concrete examples instead of abstract strategy papers. Plan different communication channels for different target groups: management briefings, team workshops, intranet updates, and informal conversations. Regularity is more important than perfection – communicate frequently and briefly rather than rarely and comprehensively.
Involvement
Turning those affected into participants – this is the core of successful change management. Involve employees early in the design process: through workshops, feedback rounds, and pilot projects. Identify opinion leaders in each department and win them as ambassadors. In Swiss companies with social partnership, early involvement of employee representation is also essential.
Training
Training must be practical and role-based. Every employee should understand how the change concretely improves their daily work. Focus on blended learning: short e-learnings for basic knowledge, in-person workshops for deepening, and coaching for leaders. Measure training success through surveys and usage statistics.
Conclusion
Without change management, there is no successful digitalization. Invest at least 20% of the project budget in change management. The combination of proven models like ADKAR, active stakeholder involvement, and continuous communication makes the difference between a technically successful and a truly utilized digitalization project.