Navigating Transformational Stalls with the ADKAR Framework
In defence programme management, transformation initiatives often prioritise systems, processes, and technology, neglecting the people who must adopt these changes. This oversight is costly, as the success of any transformation hinges on individuals embracing and implementing new ways of working. When change management becomes an afterthought, even the most promising initiatives can falter, leading to delays, increased costs, and disengaged teams. This case study explores how the ADKAR framework was used to rescue a stalled transformation initiative by addressing the critical human element of change.
Focusing on just the process, not the people
A leading defence contractor launched a high-profile programme to enhance its programme delivery, aiming to enhance agility and operational efficiency. Initially celebrated for its innovation, the initiative encountered significant challenges six months into its rollout. Key milestones were missed, and surveys revealed that employees were struggling with the transition. They lacked clarity about the programme’s objectives, had insufficient knowledge of the new tools, and were unmotivated to engage. Despite technological advances, the transformation faltered because the workforce was not equipped to embrace the change.
The programme’s failure exposed a common but critical issue. Organisational change does not occur merely by introducing new systems; it requires a concerted effort to engage and prepare the people who must implement it. Without this alignment, resistance, confusion, and disengagement can grind even the most well-funded initiatives to a halt.
The Cost of Ignoring People
The consequences of neglecting the human side of change were immediate and severe. Operational inefficiencies worsened as new systems went underutilised, creating bottlenecks in critical processes. Stakeholder trust began to erode, with executives and team leads questioning whether the programme could deliver its promised benefits. Delays jeopardised key international partnerships, putting reputational and financial stability at risk.
The fallout extended beyond project performance. Employees grew disillusioned, and the lack of direction led to increased turnover and diminished morale. This cascading impact demonstrated that failing to address the human factor in change could have long-lasting repercussions, threatening not just the current programme but the organisation’s broader credibility.
Implementing the ADKAR Framework
The leadership team recognised that a structured approach to change management was essential to salvage the programme. The ADKAR framework was chosen as the foundation to address resistance, build engagement, and guide employees through the transition.
The first priority was creating awareness. A comprehensive communication strategy was deployed to articulate the programme’s purpose and urgency. Through town halls, leader-led discussions, and multimedia campaigns, employees were informed about the risks of inaction and the benefits of adopting new ways of working. This clear messaging began to align the workforce around a shared understanding of the programme’s goals.
Building the desire among employees to embrace the change became the next focus. Leadership connected the transformation to personal benefits, demonstrating how the new systems could simplify tasks, enhance career opportunities, and reduce daily frustrations. By aligning organisational objectives with individual motivations, resistance gave way to genuine interest and engagement.
Knowledge transfer was critical to ensure employees felt prepared. Training programmes, supported by real-time resources like helpdesks and peer mentoring, equipped employees with the skills needed to navigate the new systems effectively. These efforts ensured that employees understood both the “how” and the “why” of the changes.
Once equipped with knowledge, employees needed opportunities to develop the ability to apply their skills. Practical workshops and pilot exercises allowed them to test new tools in low-risk environments, while process bottlenecks were removed to make adoption smoother. The leadership provided hands-on support, building confidence and enabling a smoother transition.
Finally, reinforcement mechanisms ensured that progress was sustained. Milestones were celebrated, and contributions were recognised, fostering a sense of accomplishment across teams. Continuous monitoring and feedback loops allowed leaders to address emerging challenges quickly and maintain momentum. The focus on long-term reinforcement ensured that the changes became ingrained in the organisation’s culture.
The ADKAR framework breathed new life into the stalled programme. Employee engagement surged as individuals gained clarity about their roles in the transformation and the benefits it would bring. Operational performance improved, with previously delayed milestones achieved within three months. Adoption rates exceeded expectations, and employees began proactively identifying opportunities to optimise workflows, demonstrating their growing ownership of the change.
At a strategic level, stakeholder confidence was restored, safeguarding crucial international partnerships and stabilising the programme’s trajectory. By embedding change management principles into the programme’s design, the organisation rescued this initiative and also established a replicable model for managing future transformations.
Lessons Learned and Actionable Insights
The case underscored the importance of integrating change management from the outset of any transformational programme. Addressing the human dimension early ensures that technological advances are matched by workforce readiness, preventing resistance and disengagement. Leadership engagement emerged as a critical factor. Active and visible participation by senior leaders created trust and inspired alignment, fostering an environment where employees felt supported.
Sustaining change requires ongoing reinforcement. Change is a dynamic process, not a one-time event, and its success depends on continuous communication, training, and recognition. By embedding these principles into organisational practices, change can become a shared responsibility, driving long-term success.
Transformational initiatives thrive when organisations balance technological innovation with a strong focus on people. The ADKAR framework provides a structured approach to navigating the complexities of change, ensuring that individuals and organisations alike are prepared to adapt. In the high-stakes world of defence programme management, where success is measured in lives and livelihoods, mastering change management is not optional, it is a fundamental component of mission success.