Demystifying the Role of Change Manager: More Than Just “Managing Change”
Change managers play a vital role in turning business strategies into real outcomes by supporting the people who make change possible. We act as bridge builders between vision and execution, translating strategy into practical steps employees can embrace. As advocates, we ensure staff voices are heard and needs are considered, while also negotiating between competing priorities to keep transitions smooth. We provide a reliable support system through the challenges of change, mitigate risks by anticipating obstacles, and help shape culture to sustain new ways of working. By boosting efficiency and adoption, we make transformations more effective and ensure benefits are realised faster. In short, change managers are strategists, communicators, and problem-solvers who guide organisations through the complexities of evolution—facilitating not just change, but lasting transformation.
Leading Australian Building Material Giant’s Tech Overhaul
A leading Australian building materials company successfully transitioned over 7,000 employees across 300 sites from Microsoft to Google in just 18 months by investing in a tailored change management process. Despite challenges such as diverse tech skills, a scattered workforce, varied departmental needs, and an initial underestimation of the change’s impact, the organisation overcame these hurdles with a people-first approach. Leaders engaged directly with staff to understand concerns, co-created an inclusive and empathetic change plan, secured executive buy-in, and built a network of “change champions” to deliver peer-led training and on-the-ground support, particularly for remote sites. The rollout was customised to each team, with practical adjustments—like moving the Gmail icon to replace Outlook shortcuts—helping employees adapt more smoothly. The results were significant: 85% adoption within six months, stronger cross-department collaboration, higher staff satisfaction, reduced IT costs, minimal downtime, and increased remote work productivity. This case demonstrates that knowing your workforce, growing internal champions, tailoring solutions, and providing hands-on support are critical to making large-scale digital transformations successful, even with limited resources.
Even traditional industries can successfully adopt digital transformation
Digital transformation often feels like a step too far, especially in industries built on tradition. Yet even in conservative sectors such as funeral services, change is not only possible but necessary when approached in the right way.
One funeral provider began by listening closely to frontline staff. By taking the time to understand daily pressures and concerns, the organisation built trust and reduced resistance. Instead of forcing change all at once, they tested new digital tools in smaller groups. A scheduling app, introduced on both desktop and mobile, replaced manual, paper-based processes with a simpler and more reliable system.
Support came from within. Change champions offered peer-to-peer training and encouragement, helping colleagues gain confidence and adopt the new approach. Flexibility also played a role. Employees could choose between company-managed devices or bring their own with an allowance, which made the transition smoother and respected personal preferences.
Throughout the process, the organisation never lost sight of its purpose: supporting grieving families. This focus reassured both staff and clients, reinforcing that the transformation was there to improve service rather than disrupt it. The result was higher adoption rates, stronger efficiency, and greater confidence in the care provided.
This case highlights that digital transformation works best when people’s needs come first, when change is introduced gradually, and when the purpose behind the change is clear.
Embracing Ai in the Workplace
AI is not new, yet it often brings fear into the workplace. Popular culture has painted it as a threat to jobs and even humanity, but in reality, AI is simply another tool. Like past waves of technology, it can change roles, create new opportunities, and deliver significant benefits when introduced thoughtfully.
The key is not to adopt AI because it is fashionable, but to focus on where it can add the most value. Starting small, with targeted use cases, helps employees build confidence and reduces resistance. From there, organisations can scale gradually, using AI to improve efficiency, productivity, and customer experience.
Introducing AI is not just about technology. It is about people. Success depends on leadership alignment, genuine employee engagement, and fostering a culture that encourages curiosity and adaptability. Training, open communication, and psychologically safe environments allow teams to experiment, ask questions, and see AI as something that supports their work rather than replaces it.
Challenges such as data privacy and resistance to change are real, but they can be managed with strong planning and ongoing review. By combining the right technology with a clear strategy and engaged employees, organisations can integrate AI in ways that are sustainable, effective, and embraced by their people.