By: David Gutiérrez, Head of Change Management
From design to execution
In the context of project management and consulting, the AS-IS → TO-BE model is widely known. We recognize that the AS-IS seeks to deeply understand the current operational reality of an organization and its opportunities, while the TO-BE defines a new model, strengthens its objective, and proposes an improved structure.
But there is a question that few organizations dare to answer: who sustains the new way of working?
This is why, on some occasions, the design loses its purpose. Although a projection exists, no one ensures it becomes reality.
This is where change management in transformation projects becomes essential.
Because of this, it is necessary to incorporate a third element into the work plan: the TO-DO.
The TO-DO is not just another step in the planning process. It is a strategic bridge that connects expectation with reality.
It is not just about telling people what will change for them and training them to learn something new, but about accompanying them through execution. And it is at this moment that change management takes on a critical role in organizational transformation projects.
This is how the TO-DO comes to life: not as a concept, but as a deliberate practice within the transformation itself.
The change
Transformation begins with aligning expectations from current execution toward the planned objective and with prior preparation so the organization has a team of leaders and key roles who translate the new model into a new work dynamic.
In a work plan where new technology is being implemented or process improvement is being pursued, the change management team conducts initial interviews to identify the real needs of the teams and create strategies that facilitate the transition, along with tools that improve the learning experience and prepare people for adoption.
This way, the result is not merely a well-executed plan, but a strengthened solution. A work model carried out by people who safeguard the new way of working, since they understand the value it generates for both themselves and the organization.
This is what we have learned from our experience managing change in Latin America: true change does not happen when processes change, technology improves, or new work tools are enabled; it happens when the mindset through which people interpret and respond to change is redefined.
But no mindset shift happens in the abstract. It happens in people, one at a time.
The cornerstone of change
In our experience, placing people at the center of the transformation and preparing them to amplify and transfer their change experience is what truly determines the sustainability of improvements over time.
Moreover, even the best strategy or the most robust design of an organizational transformation loses traction if the invisible barriers that condition its adoption are not addressed:
“I don’t want to”, “I can’t”, and “I don’t know how”
When a transformation stalls, explanations tend to focus on factors such as poor planning, operational pressure, or even generational gaps. However, rarely does anyone dig deeper into the real needs of the people who are called to adopt and sustain the change.
Resistance, far from being a secondary element, is one of the most determining factors in the evolution of any organizational transformation. It is frequently interpreted as an obstacle to be eliminated, when in reality it is a signal that must be understood and actively managed.
In essence, resistance is a natural response to uncertainty and a lack of clarity. Ignoring it does not dissipate it; on the contrary, it amplifies its impact.
When a person resists change, deep down they are expressing one of these three realities:
- I don’t want to change: there is no emotional connection. The change does not make sense on a personal level, or there is no reason to believe in it.
- I can’t change: the person feels incapable of achieving it. The barrier is not a lack of willingness, but rather limited confidence in their own skills and resources.
- I don’t know how to change: there is no clarity in the transformation. The path forward is blurry and no one has taught them how to take the first step toward change.
These are not excuses, they are diagnostic signals. When interpreted correctly, resistance stops being an obstacle and becomes a guide for designing more effective change interventions, aligned to both the organization and the people who drive it. That is where change truly happens.
These signals, when read correctly, open the door to something far more important than managing resistance: building a real path forward.
The path toward adoption
In our experience, one of the most critical and least obvious points in a transformation is the decision to prioritize adoption over transition.
It is frequently assumed that organizational change occurs with the arrival of the anticipated go-live or the implementation of a new work system. However, that moment marks an operational milestone, not the achievement of change.
That is why change management in transformation projects prioritizes adoption over transition.
Adoption is not an event, nor is it limited to learning to execute something new. It is a progressive process that requires going through distinct stages before it can be consolidated.
The real path follows a sequence that must be respected in people:
First, people need to understand and accept the change; then, go through the process of adjusting their way of working; and only then is it possible to speak of sustained adoption.
Ignoring this sequence does not accelerate change; it weakens it.
A person first needs to accept that things are changing. To have the clarity to reduce the uncertainties this generates, develop the aptitude to leave their comfort zone, and find personal meaning in what lies ahead.
They need to establish the importance of the change and recognize the benefits it will bring for themselves and their work team.
Thinking about initiating a change without these certainties can stress anyone. People need to feel accompanied, have the right tools, and gain confidence to transition to a new way of working and build a new version of themselves.
Only after assuming this new aptitude does action take place. An action that, repeated and strengthened, becomes habit. And habit, sustained over time, becomes true adoption.
Attempting to shorten this process may generate apparent progress, but not sustainable results. It is not viable to go from resistance to adoption without providing a clear, structured, and reliable route for those who must travel it.
A well-crafted change management strategy does not only work to eradicate each of the barriers already mentioned, it also elevates the capabilities of everyone involved to experience the next stage of transformation with more confidence than the previous one.
And the best part: in the future, these people will be able to pave the way for others, ensuring an even better change experience.
This is the journey. But even with a clear understanding of the path, there are still deeply rooted assumptions that can derail it.
The impact of change management in transformation projects
To better understand the impact that change management can generate in transformation projects, it is important to know what change management is and what appears to be change management, but really is not.
Myths and realities of change management:
So, how is change management measured?
A frequent question from senior leadership is how to measure change management. The answer is simple: change management does not create new indicators, it protects the business indicators.
Every time an organization introduces new technology, a process, or a new way of working, there is a risk that operational performance will be affected while people adapt.
Change management seeks precisely to avoid that “dip” between the previous and the new way of working.
Its objective is to ensure that the transition occurs in an orderly manner, keeping key indicators stable such as productivity, quality, service, or efficiency.
Therefore, the effectiveness of change management is reflected when the organization manages to implement something new without deteriorating its performance, demonstrating that people understood, adopted, and correctly applied the new way of working.
In summary, change management is measured by its ability to sustain business performance while the organization evolves.
Ensuring the organization’s future
Every transformation represents an opportunity. No two projects are alike: each one introduces different levels of complexity and learning. Facing these challenges not only strengthens the operational capacity of organizations, but also increases the judgment, adaptability, and professional maturity of those who lead and execute them.
As experience consolidates, challenges tend to become more manageable. Not necessarily because they are simpler, but because there is greater clarity to structure them, prioritize them, and address them with better tools. What once seemed uncertain begins to become familiar ground.
