Launching a major change initiative can be one of the toughest challenges an executive team will face. Research shows that 70% of change programs fail due to employee resistance and lack of management support (McKinsey). Despite significant effort, oversight, and disruption to the core business, these programs often struggle to gain traction and achieve intended results.
Case Study:
During a $3M CAD digitization initiative at a major Canadian design firm, we aimed to transition 800+ designers from 2D to 3D tools for better efficiency, quality, and client alignment. A global audit revealed that while other regions had 3D initiatives, adoption was low. For Canada, deeper, faster buy-in was essential to justify our original digitization initiative investment.
Our Approach:
Recognizing that traditional methods weren’t delivering, we implemented a structured program with individual performance incentives. This made innovation in efficient design a top priority. Leadership took ownership of program outcomes, tailoring targets to their teams’ needs. Successes were celebrated and shared across the organization.
The Outcome:
In 18 months, the program repaid its investment and secured ongoing funding through savings. More importantly, it sparked a lasting shift, embedding a culture of continuous improvement and innovation.
Conclusion:
Operational change is challenging and should be treated as a project in its own right. Programs that focus only on early adopters or abstainers miss the real opportunity: inspiring the middle. Engaging this group is essential for lasting cultural transformation.