Mastering Change Management: A Blueprint for Adoption and Success 

Being able to adapt through effective change management is crucial for lasting success. Mastering this process means you’ll turn disruption into a strategic advantage for your organization. In this article, Mike Slavin, Business Consultant at Vendavo, explores the elements of a successful change management strategy and how structured planning and execution enhance project outcomes and maximize adoption across organizations. 

Originally published: May 6, 2024
Updated: October 23, 3035

What is Change Management?

Change management is the structured approach organizations use to plan, implement, and support transitions within their business. It involves preparing employees for what’s ahead, equipping them with the tools and knowledge to adapt, and ensuring new processes, systems, or strategies actually take hold. This discipline addresses the human side of organizational shifts, from technology rollouts and restructuring to process improvements and cultural transformations.

Organizations constantly face pressure to evolve. Markets shift, competitors move, and technology advances faster than most teams can keep up. Without a deliberate plan for managing change, even the best strategic initiatives fall flat. People revert to old habits, new systems sit unused, and investments don’t deliver the expected returns.

Effective change management goes beyond announcing what’s different. It requires understanding how changes impact daily work, communicating the reasoning behind decisions, and equipping teams with the skills and confidence they need to succeed. The goal is moving from current state to future state with minimal disruption and maximum buy-in across all levels of the organization.

Why Change Management Matters

The only constant in modern business is change. But while change is inevitable, successful adaptation is not.  

Adoption is where most initiatives fail. You can roll out the best technology or announce a brilliant new strategy, but none of it matters if people don’t actually use it. Every shift in strategy, new technology implementation, and cultural realignment hinges on effective change management. Without it, even the most promising initiatives can falter.  Research from Prosci shows that projects with excellent change management are seven times more likely to meet their objectives compared to those without structured approaches. 

Poor change management has real costs: misaligned teams, systems that sit unused, and lost investment. Cencora, a leading pharmaceutical distributor working with Vendavo, demonstrates the alternative. By partnering with Vendavo and implementing structured change management practices, they accelerated their business case and paid back their investment six months earlier than expected. The key was building internal trust, aligning pricing and sales teams, and ensuring smooth adoption of new processes.

Change is not just a business buzzword, but a vital strategy for thriving in a tumultuous market. Let’s explore primary types, proven strategies, common pitfalls, and how structured change management turns challenges into opportunities for growth and innovation. 

Types of Organizational Change

Not all change looks the same. Understanding what type of change you’re dealing with helps you tailor your approach and set realistic expectations for how long adoption will take. The main categories include:

• Transformational change: Large-scale shifts like mergers, acquisitions, or digital reinvention that fundamentally reshape how the business operates. For pricing teams, this could mean pivoting from cost-plus pricing to value-based models across the entire product portfolio. In times of transformational change, the scope is wide, the stakes are high, and the timeline stretches across quarters or even years.
• Incremental change: Gradual improvements to processes, tools, or structures that refine existing operations without turning everything upside down. Think of it as adjusting your pricing segmentation rules or adding new discount approval workflows. These changes build momentum over time and tend to face less resistance because they feel less disruptive.
• Technological change: New systems or tools that impact workflows and daily tasks. Implementing a CPQ platform or rebate management software falls into this category. The technology itself might be powerful, but adoption hinges on how well people understand it and trust it to make their jobs easier.
• Cultural change: Shifts in values, behaviors, or mindset across the organization. This happens when sales teams need to move from relationship-driven negotiation to data-driven pricing decisions. You can roll out the best pricing software in the world, but if the culture still rewards deep discounting to close deals, the technology won’t deliver results.
• Strategic change: Adjustments to business direction or market positioning that require realigning teams and processes. When a company decides to shift from transactional sales to strategic account management, pricing and revenue operations need to adapt their entire playbook to support longer sales cycles and value conversations.

Strategies for Successful Change Management Implementation and Adoption 

Change doesn’t happen when you decide. After you decide, you have to implement and adopt those changes in a way that ensures lasting success. The right strategy coupled with strong execution makes all the difference.  

Here’s how a carefully designed approach can turn the daunting process of organizational change into a smooth, manageable transition that aligns with your strategic business goals. 

Pre-Change: Setting the Foundation

Before announcing any changes, you need a solid foundation. This phase determines whether your initiative gains traction or stalls before it even begins.

• Make structured plans: A successful change management plan needs structure and clear organization. This ensures all facets are aligned and that the trajectory is focused and effective. Corning Optical’s implementation with Vendavo demonstrates this principle. By working with Vendavo Professional Services for speedy implementation and expert guidance, they achieved $10 million in positive financial impacts within the first year.
• Prioritize key elements for maximized adoption: Identify the specific problems your project aims to address. Set clear objectives and ensure your team understands them. This unifies a direction for execution. Cencora’s pricing team faced pressures from healthcare reform and price transparency mandates, so they focused their Vendavo partnership on streamlining workflows at both product and customer levels.
• Get the right stakeholders involved: Ensure you’ve got the right mix of stakeholders from the outset. Engaging all relevant parties from the beginning prevents surprises and fosters collaboration. Cencora aligned their pricing team with sales and financial planning teams early in the process, which proved critical to developing revenue-generating initiatives that supported strategic growth.

Execution: Driving Change Forward

Once the groundwork is laid, execution determines whether change takes hold. This phase requires consistent leadership presence and transparent communication.

• Understand the importance of leadership: Successful adoption needs committed leadership to propel the project. Leaders initiate projects, then champion them with sustained support and engagement. One major manufacturer working with Vendavo had executives continue sending messages throughout implementation about why the project mattered to company success.
• Prioritize regular communication: Regular updates keep stakeholders informed and engaged. This prevents loss of momentum and interest. The same manufacturer created a newsletter distributed every two to three weeks just to keep people informed about what was happening, which generated strong interest across all stakeholder groups.
• Engage employees to encourage change: This requires leadership that endorses and actively promotes your project. Top-down support cultivates an environment where change is embraced. Huhtamaki enhanced user adoption by improving feedback loops — they didn’t just implement new systems, they ensured sales teams could capture and share customer insights effectively.
• Cultivate a culture of learning to support change: Organizations that adopt learning and adaptability in their cultures are positioned to manage change. Those who don’t may struggle to instill such values amid ongoing projects. Corning Optical transitioned 225 active users from an aging, specialist-only analytics system to Vendavo’s platform where product line management teams could quickly access and manipulate data themselves.

Post-Change: Measuring Success and Sustaining Momentum

Change doesn’t end at implementation. The post-change phase determines whether new processes stick or fade back into old habits.

• Measure adoption and beyond: Assessing success typically revolves around ROI and user engagement. This helps determine whether your project has met your goals and reached adoption. There are tools available in the software world where you can measure how many users are actually going into a system and using it.
• Build credibility through consistent delivery: Nothing sustains change like proven results. Cencora’s partnership with Vendavo focused on building credibility through consistent delivery of measurable outcomes. By accelerating their business case and paying back their investment six months earlier than expected, they strengthened stakeholder confidence for ongoing pricing strategies.

The right strategies lay a strong foundation for effective change management. But recognizing potential roadblocks is equally critical. Even the best-laid plans can encounter unforeseen challenges that can derail the entire process if not properly managed.

The right strategies lay a strong foundation for effective change management. But recognizing potential roadblocks is equally critical. Even the best-laid plans can encounter unforeseen challenges that can derail the entire process if not properly managed. 

Proven Models of Change Management Process

Change management isn’t new. Researchers and practitioners have developed several proven frameworks over the decades. These models provide structure when you’re navigating transitions and help you avoid common pitfalls that derail adoption.

The right framework depends on your organization’s needs, culture, and the type of change you’re managing. Some models focus on individual transitions, while others take a broader organizational view. Here are five established approaches worth understanding.

ADKAR Model

ADKAR breaks individual change into five sequential building blocks: Awareness, Desire, Knowledge, Ability, and Reinforcement. Developed by Prosci founder Jeff Hiatt in the 1990s, this model focuses on getting each person through change one stage at a time.

The strength of ADKAR lies in its simplicity and its focus on individuals rather than just processes. You can’t move to the next stage until you’ve successfully completed the previous one. For example, employees won’t develop the desire to change until they’re aware of why it’s necessary.

This model works particularly well for technology implementations and process changes where you need to track individual progress. If someone resists a new CPQ system, ADKAR helps you pinpoint exactly where they’re stuck. Maybe they understand why the change is happening (Awareness), but don’t see personal benefits (Desire). Organizations using ADKAR for software transitions report being able to identify barriers early and create targeted interventions.

Best used when: You need a people-first approach that tracks individual progress through change, particularly for technology rollouts or process improvements where you can measure adoption at the individual level.

Kotter’s 8-Step Process

John Kotter’s model provides a sequential roadmap for leading large-scale organizational change. The eight steps are: create urgency, build a guiding coalition, form a strategic vision, enlist a volunteer army, enable action by removing barriers, generate short-term wins, sustain acceleration, and institute change.

Kotter emphasizes the importance of momentum and quick wins. Unlike models that focus primarily on individuals, this framework addresses the broader organizational dynamics that either support or undermine change efforts. The “guiding coalition” step recognizes that change needs champions at multiple levels, not just executive sponsorship.

This approach shines in transformational change scenarios where you’re fundamentally altering how the business operates. Moving from cost-plus pricing to value-based strategies across an entire organization benefits from Kotter’s structured, sequential approach. The emphasis on short-term wins helps maintain energy and prove the change is working before fatigue sets in.

Best used when: You’re leading large-scale transformations that require sustained momentum over months or years, and you need a clear sequence of milestones to rally the organization around.

Lewin’s 3-Stage Model

Kurt Lewin’s model is one of the oldest and simplest change frameworks. It breaks change into three stages: Unfreeze (prepare for change), Change (implement the transition), and Refreeze (solidify the new state).

The beauty of Lewin’s model is its straightforward logic. Before people can adopt something new, they need to let go of the old way. The “unfreeze” stage challenges existing assumptions and creates readiness. The “change” stage is where the actual transition happens. The “refreeze” stage ensures new behaviors become the standard operating procedure rather than a temporary experiment.

This model works well for incremental changes where you’re updating specific processes or systems. Adjusting discount approval workflows or refining pricing segmentation rules fits naturally into this three-stage approach. The simplicity makes it easy to communicate to stakeholders who might be overwhelmed by more complex frameworks.

Best used when: You’re making focused, incremental improvements to existing processes and need a simple framework that’s easy for everyone to understand and remember.

McKinsey 7-S Framework

The McKinsey 7-S model examines seven interdependent elements: Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills. Change succeeds when all seven elements align and support each other.

This framework treats the organization as an interconnected system. You can’t just change one element without considering how it affects the others. New pricing software (Systems) requires people with analytical capabilities (Skills and Staff), leadership that values data-driven decisions (Style and Shared Values), and an organizational structure that supports collaboration between pricing and sales teams (Structure).

The 7-S model excels at diagnosing why change efforts stall. If your new dynamic pricing tools aren’t gaining traction, this framework helps you identify misalignments. Maybe your systems are modern, but your organizational structure still rewards relationship-based selling over data-driven pricing. The model forces you to address cultural and structural barriers, not just process ones.

Best used when: You need to diagnose why change initiatives are struggling or when planning complex transformations that require alignment across multiple organizational dimensions.

Bridges’ Transition Model

William Bridges distinguishes between change (external events) and transitions (internal psychological processes). His model has three phases: Ending, Neutral Zone, and New Beginning.

Bridges recognizes that people experience loss when old ways disappear, even if the change is positive. The “Ending” phase acknowledges grief and resistance. The “Neutral Zone” is the uncomfortable in-between where old methods no longer work but new ones aren’t fully established. The “New Beginning” happens when people finally embrace the new reality.

This model is particularly valuable for cultural change and shifts in organizational mindset. When sales teams move from relationship-driven negotiation to data-driven pricing decisions, they’re not just learning new tools. They’re letting go of an identity and approach that defined their success for years. Bridges’ framework gives you language to address the emotional journey, not just the tactical steps.

Best used when: Change involves significant cultural shifts or identity changes where acknowledging the emotional and psychological aspects of transition is critical to success.

Avoid These Common Issues and Pitfalls in Change Management 

When you’re embarking on a change management journey, several common issues can arise that hinder your initiatives’ success. These issues often stem from organizational, procedural, or interpersonal challenges. 

Here’s what to watch out for: 

1. Resistance to change 
   This can occur due to fear of the unknown, discomfort with new processes, or a perceived threat to job security or established routines. Resistance can surfance at any level of the organization, from executives reluctant to allocate resources to frontline employees who don’t see why their current approach needs fixing.

2. Lack of effective communication 
   Insufficient or unclear communication can lead to misunderstandings about the reasons for change, the benefits it brings, and the specifics of the change process. “Change management strategies often fail or fizzle out when leaders don’t communicate enough after the initiative is announced,” says Mary Sharp Emerson at Harvard DCE.

3. Inadequate leadership support 
   Leadership must be actively involved and committed to the change, giving it the authority and momentum it needs to take root effectively across the organization. When executives don’t visibly model new behaviors or dedicate time to the initiative, it sends a clear signal that the change isn’t actually a priority.

4. Poor planning 
   Ineffective change management often stems from inadequate planning, which includes failing to anticipate obstacles or not setting clear, achievable goals. Leaders frequently focus on what the change is and why it matters, but neglect to plan how it will actually happen, leading to short-term tactical decisions that undermine long-term results.

5. Insufficient training and resources  
   Employees must be adequately prepared to handle new systems or processes, which involves comprehensive training and ongoing support. Cutting change management budgets to save money upfront almost always costs more later when organizations must retrofit support after implementation stumbles.

6. Lack of stakeholder engagement 
   Not involving key stakeholders in planning and implementation can lead to lack of buy-in and minimal input from those who know what the change will affect most. Misalignment can derail initiatives immediately when it originates from leadership, or more gradually over time when frontline staff feel excluded from the process.

7. Ignoring company culture 
   If the change contradicts the established norms and values of the organization, it may face substantial resistance from employees. People will resist demands to change their workplace habits if they lack confidence the organization will actually support and reward those new behaviors long-term.

8. Failure to address change fatigue 
   Recognizing and managing the cumulative impact of constant change is crucial for maintaining team performance, morale, productivity, and enthusiasm. Pushing too hard, for too much, too quickly increases the risk of mistakes and burns out your team before the change takes hold.

Proactively addressing these issues can mitigate the risks associated with change management and enhance the likelihood of successful adoption. The key is recognizing these pitfalls early and building strategies to counter them before they undermine your initiative.

Change Management in Action: Use Cases by Role

Change management isn’t theoretical. It plays out differently depending on who’s leading the charge and what they’re trying to accomplish. Here’s how different teams navigate the transformation process.

For Pricing & Commercial Teams: Transforming How Pricing is Structured and Delivered

Pricing teams face a unique challenge. You’re not just rolling out new software—you’re fundamentally shifting how the organization thinks about value, discounting, and profitability.

Cencora’s experience shows what this looks like in practice. Facing pressures from healthcare reform and price transparency mandates, they aligned their pricing team with sales and financial planning early in the process. This enabled them to develop revenue-generating initiatives that supported strategic growth. “We were able to accelerate our business case and pay back the investment six months earlier than expected,” says Maureen Swanson, Vice President of Pricing at Cencora.

DeLaval demonstrates another effective approach, moving from cost-plus to value-based pricing across multiple markets. They started with comprehensive training for a large cross-functional team before rolling out organization-wide. The detailed rollout strategy ensured teams understood not just the new system but the future direction of pricing at the company.

For Sales Leaders: Rolling Out New Tools and Process Changes

Sales leaders often face the most resistance when implementing change. Sales teams have habits and approaches that made them successful, so asking them to change feels like questioning their expertise.

The shift from relationship-driven negotiation to data-driven pricing is particularly challenging. One major manufacturer addressed this by having executives continuously communicate why the project mattered throughout implementation. They created a newsletter distributed every two to three weeks to keep stakeholders informed, which generated strong interest across all groups.

Dell Technologies shows what’s possible when sales enablement and change management align. After implementing Vendavo across a $60 billion product portfolio, they improved quote velocity to just 4 hours for 90% of deals. The transformation required C-suite buy-in first, then systematically moving from simple calculations to optimized pricing strategies. Success came from helping sales teams trust the system would make their jobs easier, not harder.

For IT & Ops Teams: Managing Digital Transformation and Tool Adoption

IT and operations teams carry the technical burden of change management. You’re responsible for system integration, data migration, and ensuring everything works while people are still learning.

Corning Optical Communications transitioned 225 active users from an aging, specialist-only analytics system to Vendavo’s platform where product line management teams could quickly access data themselves. They worked with Vendavo Professional Services for implementation support and expert guidance.

“Vendavo’s integrated professional services have helped us climb the learning curve faster, implement more smoothly, and deliver on the value of this investment which we’ve calculated in the first year at approximately $10 million in positive financial impact,” says Ken Foret, Manager of Pricing Enablement at Corning. Their success came from outlining metrics for success upfront, setting clear goals, and measuring progress consistently.

10 Change Management Best Practices  

Following best practices is crucial for ensuring that transitions within an organization are smooth, effective, and lead to lasting improvements. Here are some key strategies that can facilitate successful change management: 

1. Set a clear vision and objectives: People need to understand where you’re going and why it matters. Your vision should be simple enough to explain in two minutes but compelling enough that people actually remember it.
2. Identify and involve all key stakeholders: Bring the right people to the table from day one. When stakeholders help shape the change instead of just receiving it, they become advocates instead of obstacles.
3. Communicate effectively and often: You can’t over-communicate amdist the process of change. What feels like repetition to leadership is often the first time that frontline employees are actually hearing the message.
4. Get commitment and buy-in from leadership: Executive sponsorship makes projects six times more likely to succeed. Leaders can’t just send an email announcing support — they need to be present, ask questions, and visibly engage with the initiative.
5. Equip your team with comprehensive training: Handing someone a new system without proper training is like giving them a sports car without driving lessons. Invest in thorough preparation upfront rather than scrambling to fix adoption problems later.
6. Tailor your strategies to unique business needs and outcomes: Cookie-cutter approaches rarely work. Your industry, culture, and specific challenges should shape how you manage change, not the other way around.
7. Establish KPIs and monitor regularly: Define success before you start, then track it ruthlessly. Waiting until the end to measure results means you’ve missed every opportunity to course-correct along the way.
8. Celebrate milestones throughout the process: Long transformations lose steam without wins along the way. Recognize progress publicly to prove the effort is paying off and keep teams motivated.
9. Ensure your new process will be sustainable: The real test comes six months after implementation. Build accountability mechanisms that sustain new behaviors after the initial excitement fades and the change team moves on.
10. Anticipate resistance: Expect pushback and plan for it. Understanding where resistance will emerge lets you address concerns before they harden into active opposition.

Implementing these best practices can help minimize disruptions and maximize the effectiveness of change initiatives, leading to improved outcomes and greater organizational resilience. 

The Journey Toward Improvement 

Change management is a continuous journey, not a one-time initiative. It requires ongoing commitment, strategic planning, and active involvement from all levels of an organization.  

Adopting a structured approach to change management helps organizations navigate the complexities of modern business dynamics and position themselves for long-term success and resilience. This blueprint helps organizations implement successful change management strategies, anticipate change, and gain a competitive advantage. 

Download our Business Process Improvement Guide for step-by-step strategies on championing change in your organization, from securing approval to measuring success. You’ll get practical tips on building your business case, rallying stakeholders, and navigating the most common implementation challenges.​

Ready to take your organization’s growth and profitability to the next level? Reach out today to speak with a Vendavo expert about how our full suite of commercial excellence and revenue optimization solutions can help.