Change Management in IT Projects: Success Starts with Strong Leadership

When organizations invest in new IT solutions or replace their core business systems, it is rarely just a technology project. Yet change management is still frequently treated as a supporting activity, something that can be handled with a training module and an informational email.

Experience shows the opposite. It is the human side of change that ultimately determines whether new solutions are adopted, embedded, and deliver real business value.

Change management is not a checklist, it is a leadership responsibility

We often see projects planned in detail down to the last milestone, while employees experience resistance, confusion, or passive acceptance. This is why effective change management is not a separate discipline — it is an integral part of good leadership:

• Being visible and present as a leader
• Listening actively while setting a clear direction
• Ensuring the change makes sense, both strategically and in employees’ day-to-day work

We are all human and that shapes how we react to change

Change can trigger emotions such as uncertainty, frustration, and concern. This is not resistance for the sake of resistance, but natural psychological responses that leaders need to understand:

• Status quo bias: What we know feels safe, even when the new solution is objectively better
• Loss aversion: Fear of losing control, routines, or competencies
• Group dynamics: Resistance can be amplified by colleagues’ reactions
• Negativity bias: One negative experience can outweigh many positive ones
• Overconfidence effect: Leaders may overestimate their ability to manage change or predict outcomes
• Misinterpretation of resistance: Resistance is sometimes mistaken for laziness or incompetence

Effective change management starts with empathy and understanding

By recognising different response patterns, leaders can act proactively, communicate more effectively, and build a culture where change creates momentum rather than fear.

From information to transformation: How we support change

At BE-terna, change management is not an add-on. It is embedded in our approach from project initiation through to adoption in daily operations. With our Success by Design methodology, organisational activities are integrated throughout the entire project lifecycle.

We recommend:

• Strengthening change capabilities among leaders and key stakeholders early in the project
• Ensuring continuous communication so everyone understands both the direction and the rationale behind the change
• Facilitating dialogue and knowledge sharing, for example through break-out sessions after go-live
• Focusing on psychological safety so employees feel confident to learn, ask questions, and adapt

When change becomes something we do with the organization, not to it, we increase engagement and create lasting impact.