70%: Transformation Projects Fail Due to a Lack of Change Management  

Change Management: The Secret Behind Technology Adoption 

Implementing an ERP, automating payroll, or standardizing regional reports is not just a technology project. It is a change in habits, operations, and decision-making. 

And there's the critical point: many transformations fail not because of the tool, but because of How is change managed. In fact, consultancies like McKinsey point out that About 70% of the transformations fail to achieve their objectives. In this article, we'll give you 7 Applicable Tips (based on the most common errors identified by Harvard DCE) to achieve real adoption: users using the tool, leaders sustaining the change, and finance gaining control and visibility. 

What is Change Management (and why does it define adoption)? 

Harvard DCE states it clearly: change management is a methodology for guiding an organization through a transformation, minimizing disruption and risks. And, in practice, success depends on lead people, Not just tasks. 7 tips to prevent your technology adoption from “freezing” after go-live 

Tip 1) Define the “how” with the same level of detail as the “what.” 

Typical error: to start with an incomplete or ill-defined strategy. 

Actionable tip: 

• Write a adoption map (Not just a project plan): who changes, what changes, and when it changes. 

• Owners by front Process / Data / Technology / People. 

• Define “what success means” using usage metrics (e.g., % for ERP approvals, turnaround times, data quality). 

Quick checklist: If you can't explain the change in 3 simple sentences, it's not ready to deploy yet.

Tip 2) Maintain a firm vision, but flexible execution 

Typical error: Rigid and inflexible strategy.

Actionable tip: 

• Keep fixed: objective, scope, success criteria. 

• Adjust: sequences, training, quick wins, support channels. 

• Make a “Bi-weekly reality cut”: what is blocking adoption and what is already being fixed. 

Tip 3) Communicate more than you think is necessary (and for longer) 

Typical error: Insufficient communication after the announcement.

Actionable tip: 

• Create a simple “script”: Why does it change, what changes, what do I gain, what is expected of me. 

• Change the format: not just email. Include micro-videos, FAQs, short role-based sessions. 

• Instead, if you feel like you've already said it “a lot”... it's probably not enough.

Tip 4) Anticipate resistance (don't punish it: understand it) 

Typical error: not to identify or address resistance.

Actionable tip: 

• Map resistance by role: Who loses control, time, or autonomy? 

• Convert “resistance” into a signal: Is there a lack of clarity? Fear of evaluation? Overload? 

• Enable listening channels: open office, champions by area, anonymous form. 

Tip 5) Align change with the real culture (not the aspirational culture) 

Typical error: Disconnect between strategy and culture.

Actionable tip: 

• Identify “how things are done today” and design the landing from there. 

• Adjust incentives: if you ask for disciplined registration but reward speed without quality, you kill adoption. 

• Make new habits visible in leaders: what the leader uses, the team uses. 

Tip 6) Set realistic expectations and protect the team from burnout 

Typical error: unrealistic expectations (a lot, very quickly).

Actionable tip: 

• Separate phases: stabilize → optimize → scale. 

• Define an “operational minimum” for go-live and leave the rest for wave 2. 

• Measure fatigue: if the user feels they are “working twice as hard” (old + new), adoption falls. 

Tip 7) Design and celebrate quick wins (if no progress is seen, momentum is lost) 

Typical error: Do not create or celebrate short-term achievements.

Actionable tip: 

• Define 3 quick wins in edibles within 30–45 days: 

• rework reduction 

• Standardized reports 

• faster approval / registration time 

• Communicate them as “proof” that change improves the work. 

• Publicly recognize teams that adopt (not just the PM). 

How does Siglo BPO support you? 

At Siglo BPO, we approach adoption as an operational model: a single point of contact, regional standardization, unified reporting and compliance, so that the transformation is sustainable (not just a “project that ends”). 

If you're in a multi-country deployment (or planning one), change management is the factor that turns ERP into real control and visibility.