It's about people, not technology
Change. It is the foundation of growth and development in any organization, but it is also something that people instinctively resist. However, companies cannot avoid change, especially in an era in which technology is evolving rapidly.
Despite the feeling of resistance, change pays off in the long run. Leadership expert Robin Sharma puts it this way: "Change is hard at first, messy in the middle, and gorgeous at the end."
The success of new technology lies in how well you take your people along on the journey. Because the best software is worthless without the acceptance of new ways of working by the daily users.
Everyone on the bus
Merel Hummelink, Teamlead Customer Success HSO NL, explains: "Ultimately, it’s about people, not technology. You need to get everyone on the ‘bus’ and make sure they stay seated. What does that mean? It’s about creating awareness among employees, motivating and training them so they understand why the change is happening and what their role is in it. And this happens in that messy middle, also known as the liminal phase."
This is not easy; people tend to cling to familiar ways of working. In the first phase of a project, we sit down with management and the teams that are involved. We set clear goals and determine when the project is truly successful: is it the go-live date, or is there more to it? From that moment on, we take everyone along. The fewer people on that bus at the end, the smaller your chance of success."
You need to get everyone on the ‘bus’ and make sure they stay seated.
After implementation, the real work begins
Once the technology is live, many companies think their work is done. But that’s when the work really begins. Merel explains: "The real shift starts when you go live. Why is this so important? Without ongoing support and adjustments, the chance of reverting to old patterns is high. By monitoring, continuing to train, and making people aware, we ensure that teams continue to support the new way of working. This also makes them more open to future changes."
Turning resistance into engagement
Take the implementation of Copilot. Many organizations want to focus on AI, but this raises questions – and resistance. "People are often afraid that their work will be taken away."
It is essential that employees see how technology supports them and is not a threat. Merel illustrates this: "With a client, we demonstrated how Copilot calculated the ideal time slot for a meeting of nine team members within seconds, a task that otherwise takes a lot of time."
Such an example captures the imagination, but without proper guidance, it also causes uncertainty about AI. "With inspiration sessions and training, we transform this uncertainty into engagement and acceptance. Employees then not only become enthusiastic but even grow into true ambassadors."
Make it measurable
For Mark Kahlmann, Senior Managing Consultant at HSO, change is primarily an opportunity. "Real change is a continuous process that challenges us to do things better," he explains. "I see it as an opportunity to learn. What do I strive for? Not just a temporary adjustment in behavior, but truly mastering the change."
To achieve that, it must be measurable. Mark explains: "With tools and methodologies, such as a risk assessment, we clearly visualize the adoption of changes and their impact. By integrating this approach from the start of our projects, we make the effects concrete and measurable. This is essential to turn resistance into engagement and increase the chance of successful acceptance."
Take People Along
Merel has experienced it often: employees who have been working the same way for years and indicate that they have no need for new technology. "Some people are simply attached to their familiar habits," she says. "In one of our projects, we worked with a team where someone had been performing a certain task for twenty years and was not open to a new approach. By showing step by step how the new technology would make his work easier and more efficient, we eventually got him on board. To witness and guide such a process is really great."
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