from Celia Fässler at
Implementing digital projects means not only new software, but also new processes, structures and a lot of change management. The biggest challenge? Taking your own people with you on the journey and not just thinking about the technology. From my consulting, team and project management experience, I know that technical change is one thing, human change is another. Here I share my key approaches to engaging teams and approaching change as a shared project.
1. Create clarity: Get everyone on board
The introduction of new digital solutions often brings uncertainty. It is unclear to many how new processes and technologies will affect their day-to-day work. Especially with complex systems such as e-commerce or PIM solutions, which I have worked on many times in the past, the most important rule was to get everyone on board. Change management starts at the planning stage - if you just go through the motions, you will often find that there is a lack of acceptance at the end.
If you actively involve people, they feel included and valued. I have learnt that this can often be achieved with simple means of communication: early bird meetings or workshops that leave room for questions and feedback are easy ways to get everyone on the same page and align expectations.
2. Training and constant communication: no false shyness
We've all been there: a new system is introduced, but hardly anyone knows how to use it. This is where training comes in - because without proper training, even the best systems are of little use. In my role as a consultant, I know how valuable it is to see training not just as a 'must', but as an opportunity. Training provides the perfect framework for building not only technical skills, but also trust.
The key is training and regular updates, preferably by video and in person, not just long emails. People learn best through interaction. Even if it means more effort at the beginning, it is an investment that pays off.
3. Leaders as role models: real change only works together
Leaders and Managers play a central role in change management. If change is only half-heartedly driven, teams will notice immediately. Managers need to lead by example and sometimes step out of their comfort zone. During my time as a workshop leader and later as an IT project manager, I saw how important this is. Only if I am open to change myself can I expect the same from my team.
An open approach to change and a willingness to accept feedback make a real difference. This phase is also about making it clear that there are no 'stupid' questions. Openness not only helps with acceptance, it also builds trust and lays the foundation for successful collaboration.
4. Stay flexible: leave room for feedback and adjustments
Implementing a digital solution is often a complex and lengthy process that needs to be well planned. But even with 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 like Scrum. Agile methods provide structure, but also the flexibility to react to new things and adapt to changes.
I remember a project where a system met with strong internal resistance. Through regular feedback rounds and adjustments, we were able to successfully roll out the system step by step. Without this flexibility and willingness to integrate feedback, the project would probably have stalled.
5. Build cohesion and team spirit
One of the most common mistakes in major change is to neglect the human side. Changing systems and processes means change for the people who work with them. This is why regular team events and meetings - whether digital or face-to-face - are so important. Especially with geographically dispersed teams, such as those I have managed in nearshoring projects, face-to-face contact should be encouraged.
I always made sure that team visits and meetings were not just about work, but also about getting to know each other and cultural exchange. This strengthens the team spirit and reduces potential tensions. Regular meetings also allow problems and frustrations to be discussed and resolved before they become a real problem.
6. Experience of success and positive feedback: making change visible
One point that is often underestimated is celebrating successes regularly. Digital projects are marathons, not sprints - and motivation can wane over the course of a long project. But making milestones and successes visible keeps the team engaged. Again, small gestures can go a long way: recognition in a meeting, a thank-you email, or a quick message in the team chat to share progress. We could all do with a little of this, as it often goes unnoticed in the hustle and bustle of everyday life.
Conclusion: Change Management is teamwork
Change management is an art of its own. The successful implementation of digital projects requires the team to see change not as a duty, but as an opportunity. My consulting and project management experience has taught me that a respectful approach, targeted training and an open ear for feedback are the basis for successful change.
In short, taking people with you creates the best conditions for a successful project - not only for the company, but also for each individual.
Good luck with your change project! If you need help guiding your teams through digital projects or a wider digital transformation, we are here to help.
