New System, Old Problems: How Change Management Makes the Difference

New software has been procured, the project is planned, the budget approved. Everything is ready for the big change. And then? Then things don't go as planned. Employees are overwhelmed, managers are under pressure, and in the end, while the workforce uses the new system, they do so in a way that deviates as little as possible from the old methods. Processes from the old system are simply transferred to the new one, potential remains untapped, and the actual transformation never takes place.

What sounds like an isolated case is, in reality, a structural problem. Technology can be procured, configured, and rolled out. People function differently. They have habits, concerns, and a daily work routine that doesn't tolerate experiments. Those who ignore this during planning invest a lot and change little. Because while the focus was on technology, employees were left out.

New Software, Old Habits

Employees are a crucial factor in any software implementation. Anyone working daily under time and performance pressure wants one thing above all: their tools to function smoothly. No experiments, no learning curves, no uncertainty. For most employees, software is not an end in itself, but a means to an end. And that's precisely why every change carries significant weight.

Added to this is a phenomenon known from psychology: the so-called change curve, derived from the model of the five stages of grief. Those who are asked to let go of the familiar often first go through denial, then anger, then an attempt to bargain. Eventually, the realization sets in that there's no way out. This phase is uncomfortable but necessary. Only after that comes true acceptance. Not all employees go through this process with the same intensity, but enough do to seriously jeopardize a project.

The practical conclusion is simple: Resistance is not a sign of poor team culture or lack of professionalism, but a predictable human reaction to change. Those who understand this and align their project planning accordingly will approach resistance differently.

Acceptance as the Most Important Factor

Those who treat user acceptance as a secondary issue quickly realize how costly it can become. Employees who don't understand or accept a system develop workarounds: They enter incomplete data, bypass process steps, or ignore new features. The result is erroneous data, inefficient processes, and support costs that far exceed what was planned.

In the worst case, persistent resistance leads managers or IT decision-makers to buckle under user pressure and make adjustments that make the new system increasingly similar to the old one. The result: a lot of effort, little impact. The project costs are disproportionate to the actual progress.

Especially in the insurance industry, where many companies still work with decades-old custom solutions, the leap to modern standard software is particularly challenging. Employees know their old systems inside and out, have perfected processes over years, and identify with their way of working. Technically, the transition is manageable. However, whether the workforce truly embraces it depends on how seriously the human aspect is taken from the outset.

Different Change Management Approaches

The scope and depth of change management depend on what drives the change. If the driver is technical, there's a concrete necessity and usually limited time. In this case, a pragmatic approach is advisable. A complete re-analysis of all workflows and use cases would be too time-consuming. Instead, the principle is: keep the change effort lean, identify the affected target groups, and prepare them specifically. It's crucial that people know what to expect early on, and not just on the day of go-live.

If the driver is process-related, more depth is needed. The company aims to leverage resources, standardize workflows, or better position the organization. Before considering specific technology, a structured analysis of use cases from all affected departments is required: Where are there synergies? Where do use cases deviate from standard b? What are the employees' pain points? It's also advisable to bring in consultants who can objectively assess the current state of the work environment. Based on this, a sound decision can be made about which technology best supports the transformation.

Change Management is a Leadership Responsibility

Leaders are closest to their teams. They are the first to feel the reactions to the new software, hear complaints in the hallway, and notice when morale shifts. And they are the first to come under pressure when resistance grows. That's precisely why they must be prepared for the dynamics and the right behavior in critical moments. This means communicating early and explaining why the change is necessary.

In parallel, clearly defined target groups with tailored measures are needed. Employees, managers, the IT department, and the works council have different information needs, different concerns, and different expectations. Addressing everyone in the same way won't truly reach anyone. Proven effective in practice are structured workshops for early involvement, targeted training formats based on real workflows, personal points of contact during the implementation phase, and post-implementation feedback loops that demonstrate feedback is taken seriously.

Change Management as an Investment in Adaptability

The goal of change management extends beyond a single project. Those who consistently guide change processes build something lasting: a corporate culture where employees understand why things change, not just how. A culture where employees provide valuable feedback. And an organization that doesn't start from scratch with change management during the next transition.

Because the next transformation is coming. Markets are shifting, regulation is growing, and technology is accelerating the pace. Companies that embrace change as the new normal and align their organization accordingly cope better than those that start from scratch every time. In this sense, change management is not a project discipline, but a leadership competence that builds over time and becomes more valuable with each transformation.

For those who want to delve deeper into the topic, you can find further insights in the podcast "CX-Faktor", available on Spotify and Apple Podcasts.