The implementation of digital projects – means not only new software, but also new processes, structures and a lot of change management. The biggest challenges? To take your own people with you on the journey and not just think about technology. From my experience in consulting and in team and project management, I know that technical changes are one thing, the human aspect is another. Here I share my main approaches on how to involve teams and approach change as a joint project.
1. Create clarity: Get everyone on board
The introduction of new digital solutions often brings uncertainty. For many, it is unclear how new processes and technologies will affect their everyday work. Especially with complex systems such as eCommerce or PIM solutions, in which I have often been involved in the past, the most important rule was: involve all parties involved. Change management starts with planning – if you just “follow through”, you will find out in the end that acceptance is often lacking.
If you actively involve employees, they feel involved and valued. I have learned that this can often be achieved with simple means of communication : Early bird meetings or workshops in which there is room for questions and feedback are simple means of getting everyone on the same page and comparing expectations.
2. Training and constant communication: No false shyness
Everyone knows it: a new system is introduced, but hardly anyone knows how to use it. This is where training comes into play – because without targeted introduction, even the best systems are of little use. From my role as a consultant, I know how valuable it is to see the training courses not only as “we have to stop”, but as an opportunity. Training courses offer the perfect framework to build not only technical skills, but also trust.
It is important to provide training and regular updates, preferably by video and in person, instead of just in long emails. People learn best through exchange. Even if that means more effort at the beginning – it is an investment that pays off.
3. Leaders as role models: Real change only works together
Managers play a central role in change management. If the change is only half-heartedly advanced, the teams notice it immediately. Managers have to set an example of change themselves and sometimes leave their comfort zone. In my time as a workshop manager and later as an IT project manager, I saw how important this is. Only if I am open to the change myself can I expect the same from my team.
Being open to change and being willing to take feedback on board makes a real difference. This phase is also about making it clear: There are no “stupid” questions. Openness not only helps with acceptance, but also creates trust and lays the foundation for successful cooperation.
4. Stay flexible: Leave room for feedback and adjustments
The introduction of a digital solution is often a complex and lengthy process that must be well planned. But even if you have the best plan, things often turn out differently than expected. That’s why it’s important to stay flexible and leave room for feedback. In my projects, I often work with agile methods such as Scrum. Agile methods offer structure, but also the flexibility to respond to new things and adapt to changes.
I remember a project in which a system met with strong internal resistance. Through regular feedback rounds and adjustments , we were able to successfully introduce the system step by step. Without this flexibility and the willingness to integrate feedback, the project would probably have stalled.
5. Strengthen cohesion and promote team spirit
One of the most common mistakes in big changes is that the human side is neglected . Changing systems and processes also means changing the people who work with them. That’s why regular team events and meetings are so important – be it digital or in person. Especially with geographically dispersed teams, such as those I have led in nearshoring projects, personal contact should be encouraged.
I have always made sure that team visits and meetings are not only used to work, but also to get to know each other and for cultural exchange . This strengthens the team spirit and reduces possible tensions. In regular meetings, problems and frustrations can then be discussed and clarified directly before they develop into a real problem.
6. Sense of achievement and positive feedback: Make change visible
An often underestimated point is the regular celebration of successes. Digital projects are a marathon, not a sprint – and in a long course of projects, motivation can sometimes wane. But when milestones and successes are made visible, the team stays engaged. Here, too, small gestures are often worth a lot: a recognition in the meeting, a thank you by email, or a short message in the team chat in which progress is shared. Here we can probably all take ourselves by the nose, as this often gets lost in the hectic everyday life.
Conclusion: Change management is teamwork
Change management is an art in itself. A successful introduction of digital projects requires that the team sees change not as a duty, but as an opportunity . My experience in consulting and project management has taught me that respectful interaction, targeted training and an open ear for feedback are the basis for successful change. In short: If you take people with you, you create the best conditions for a successful project – and that not only brings the company, but also each individual person one step further.
Good luck with your change project! If you need support to optimally accompany your teams in digital projects or a further digital transformation, we are happy to be there for you.