Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Nothing, just if you explain the key thing: organizations are open and adaptive systems. Because of that, each thing to introduce in the system will create a change in the system. Then, change is inevitable. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
From observed practice across multiple project environments, the main difficulty is not the application of change management techniques, but how change is positioned within the project system itself.
Many organisations continue to treat change management as a supporting function or a late-stage activity, rather than as a core responsibility of leadership and governance. This leads to a recurring pattern: projects that succeed on delivery metrics but fail to achieve sustained adoption.
Three structural issues are consistently present.
First, change is framed primarily as communication and training, rather than as a human transition that requires time, sense-making, and psychological safety. In speed-driven cultures, readiness is assumed instead of built.
Second, project management and change management are designed as parallel disciplines. Without a shared value narrative, integrated decision points, and clear accountability, change practices remain fragmented and reactive.
Third, ownership of change is diluted. Sponsorship is delegated rather than exercised. Resistance is addressed as a stakeholder issue instead of recognised as a leadership signal.
Effective integration emerges only when organisations acknowledge that change is not an add-on to delivery. It is an architectural decision about how value is created, absorbed, and sustained by people. Saving Changes...
Most project clients struggle with underestimating the people side of change. They often lack clear sponsorship, resist investing time in communication and training, and assume adoption will happen automatically once delivery is complete. Saving Changes...
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
The main struggle is treating change management as an add-on rather than part of delivery. Clients often assume adoption will happen once the solution goes live, so sponsorship is weak and the people impact is underestimated. Communication and training come late, and resistance appears as a problem instead of a signal. Saving Changes...
Agree with previous posts and would like to add a fourth systemic issue: lack of effective governance (both, approvals and monitoring of business cases and associated benefits promises, and delivery governance that oversees day-to-day execution). Saving Changes...
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