Change Management Starts with the People

Change management starts with the people

In April, we provided our readers with a framework for the new Chief Experience Officers emerging in the workforce. However, if it were as easy as implementing a framework to make organizational changes, people could make quick and effective changes daily. But change is not just about adopting new technologies to increase efficiency; successful change is all about the people.

Change in the tech industry is often met with a mix of emotions. People form deep connections with their tools and technologies, seeing them as more than just instruments but as extensions of their expertise and identity. Asking them to let go of these familiar comforts can evoke feelings of uncertainty, reluctance, and even fear.

Yet, in the fast-paced world of technology, stagnation is not an option. Companies must evolve to stay relevant, but this evolution requires understanding and patience. It’s not just about switching software or upgrading systems; it’s about guiding individuals through a journey of transformation.

This journey begins with clarity—helping people understand the “why” behind the changes and giving them the time to process and accept them. It’s about showing them that change doesn’t have to be abrupt or overwhelming; it can be gradual, allowing for adjustments and accommodations along the way.

Digital Experience Platforms (DXPs) offer a beacon of hope in this journey, providing a pathway to navigate change in phases, ensuring that people can still work effectively within the tools they know and love, while gradually embracing new possibilities.

Start with understanding the resistance:

People naturally develop attachments to the tools and technologies they are familiar with, forming deep connections that extend beyond mere functionality. Whether it’s a programming language that they’ve spent years mastering, a framework that has become synonymous with their workflow, or a specific software application that has become their go-to solution, individuals invest significant time, effort, and often emotional energy into honing their skills with these tools.

These investments aren’t just about becoming proficient; they represent a sense of expertise and identity within the team and the broader professional community. Consequently, proposing changes to the existing tech stack can evoke strong reactions, triggering resistance and skepticism among team members.

It’s not merely a matter of adjusting to a new system; it’s about disrupting established routines, potentially rendering hard-earned skills obsolete, and even challenging one’s professional identity. This resistance isn’t rooted in mere stubbornness but reflects the genuine apprehension and uncertainty accompanying any significant change in the workplace.

Another factor contributing to employee resistance to change is the lingering effects of past experiences. Many individuals within the organization may have endured previous attempts at implementing changes, only to witness the resurgence of their original methods as the perceived “best way” of doing things.

Such experiences can breed skepticism and cynicism, leading employees to question the efficacy of yet another proposed change. The fear of failure looms large, fueled by memories of past initiatives that fell short of expectations or failed to gain traction.

In the face of this uncertainty, employees may be reluctant to invest time, energy, and emotional capital into yet another change effort, fearing that history will repeat itself. This sense of disillusionment and resignation can undermine morale and erode trust in leadership, further complicating efforts to drive meaningful change within the organization.

Overcoming this resistance requires not only addressing the specific concerns and doubts of employees but also rebuilding confidence in the organization’s capacity to execute change effectively and sustainably. It entails acknowledging past missteps, learning from them, and charting a new course forward with clarity, transparency, and unwavering commitment to success. 

Lead with the “Why:”

As a leader spearheading change within a company, it’s imperative to begin by articulating the “why” behind the proposed changes before delving into the specifics of what those changes entail. Before introducing new technologies, processes, or strategies, it’s crucial to establish a compelling vision that resonates with every member of the team.

This means clearly communicating the overarching objectives, the anticipated benefits for both the organization and individual team members, and the potential consequences of maintaining the status quo. By leading with the “why,” leaders can create a sense of purpose and urgency, inspiring team members to align their efforts with the broader vision.

When each person understands the rationale behind the proposed changes and sees how they contribute to the company’s overarching goals, they are more likely to buy into the transformation and actively participate in its success. This approach not only fosters a shared sense of purpose and direction but also cultivates a culture of trust, transparency, and collaboration essential for navigating the complexities of change effectively.

This also does not mean leading with the why only at the beginning; it needs to be constantly revisited throughout the process. Bringing people along on the entire journey and explaining why their efforts matter to the overall success of the organization keeps the focus on positive outcomes rather than giving the opportunity to fall back into old habits.

How To Straddle the In-Between of the Old and the New: Digital Experience Platforms

Digital Experience Platforms (DXPs) have emerged as a transformative force in the ever-evolving landscape of digital technology. Initially rooted in the concept of Content Management Systems (CMS) and Enterprise Portals, DXPs have evolved to encompass a broader array of capabilities aimed at delivering seamless and personalized digital experiences across multiple channels.

Traditionally, companies relied on disparate systems and technologies to manage content, engage users, and analyze data, leading to fragmented experiences and inefficiencies. These pain points are what have leaders searching for alternatives, which means changing the way work has always been done at these companies.

But ripping out everything that may be successful for different departments just in the name of efficiency and consolidation will lead to difficulties in change management and getting buy-in from employees.

This is where DXPs come in as they bridge legacy systems and modern technologies, offering a unified platform for managing digital experiences across multiple channels. By leveraging DXPs, companies can modernize their tech stack without completely abandoning existing tools and workflows. Here’s how DXPs facilitate the transition:

  1. Seamless Integration: DXPs enable seamless integration with existing systems, allowing teams to continue using familiar tools while gradually incorporating new technologies. This minimizes disruption and eases the transition process.
  2. Flexibility and Customization: DXPs offer flexibility and customization options, allowing companies to tailor the platform according to their specific requirements. This ensures that teams can continue working in the tools they need, albeit within a more cohesive and efficient ecosystem.
  3. Enhanced Collaboration: DXPs promote collaboration by providing centralized access to resources, data, and communication channels. This fosters cross-functional teamwork and encourages knowledge sharing among team members, regardless of their preferred tools or technologies.
  4. Scalability and Future-Proofing: DXPs are designed to scale alongside the evolving needs of the business. Whether it’s accommodating a growing user base, expanding into new markets, or adopting emerging technologies, DXPs provide a robust foundation for long-term growth and innovation.

How to Get Buy-In For This Change:

Effective Change Management ensures a smooth transition to a new working method. By leveraging a DXP as part of the change, getting buy-in for the why will be a much easier sell. Employees will not lose all the technology they have grown accustomed to using and have found successful in getting their jobs done.

However, there is still a line that will need to be walked since there will still be the allure of falling back into old habits if the old technology still exists. Here are some steps for managing change:

  1. Communication and Transparency: Clearly communicate the reasons behind the change and how it aligns with the company’s strategic objectives. Be transparent about the expected benefits and potential challenges, and encourage open dialogue with team members throughout the transition. Provide dates for each of the outcomes and communicate progress consistently. Employees are normally focused on the work they need to complete without applying those tasks to the company’s overall goals.
  2. Training and Support: Provide comprehensive training and support to help team members familiarize themselves with the new tools and technologies. Offer workshops, online tutorials, and one-on-one coaching sessions to address any concerns and ensure everyone feels confident using the DXPs.
  3. Incremental Rollout: Adopt a phased approach to implementation, starting with small-scale pilots before gradually expanding to larger teams or departments. This allows for iterative feedback and adjustments, minimizing the risk of disruption to critical business operations. DXPs make this extremely easy to accomplish since you can start with an integration to a solution that has a poor user experience so users can immediately see the positives of this change.
  4. Celebrate Successes: Acknowledge and celebrate milestones achieved during the change management process. Recognize the efforts of individuals and teams who have embraced the change and contributed to its success, reinforcing a culture of adaptability and innovation within the organization.


Change Management is not just about upgrading technology; it’s about empowering people to embrace new ways of working and driving positive transformation within the organization. By leveraging Digital Experience Platforms, companies can modernize their tech stacks while ensuring teams can still work efficiently with the tools they need.

By fostering a culture of collaboration, flexibility, and continuous learning, companies can navigate change successfully and position themselves for long-term success in an ever-evolving digital landscape.

About Kinetic Data

Kinetic Data is a dual-use software company specializing in enterprise workflow automation, specifically for self-service user experiences. Our Digital Experience Platform (DXP) was designed based on our two decades of experience with large government agencies and commercial enterprises, enabling platform modernization and workflow integration projects.

We approach business technology transformation differently than many software companies. We believe in enabling organizations to leverage their existing investments in critical systems, technologies, and processes by simplifying digital user experiences in a self-service model that decouples best-of-breed capabilities from business specific requirements, allowing end-to-end workflow automation that reduces complexity and overhead.