Context
In the Quality Control departments of a mid-sized medical production company, all analytical workflows were based on manual, paper-driven processes. To improve data integrity, traceability and reduce the risk of human error, these workflows were being digitalised.
By the time the programme reached implementation, the project had already experienced multiple staff and vendor changes and was critically delayed, placing both credibility and delivery at risk.
Challenge
By the time I joined, the programme was characterised by widespread distrust across stakeholder groups. Project costs had already exceeded expectations, leaving very limited room for additional initiatives — any change effort had to be highly cost-conscious.
Another challenge was the production priorities consistently outweighing project activities, making traditional planning approaches unrealistic and requiring an adaptive, iterative change strategy.
My Role
I was engaged as Change Manager only weeks before the first go-live, with the immediate responsibility of stabilising the release and supporting the organisation through a high-risk transition. Following a successful go-live, I was asked to remain on the programme for an additional year to strengthen change management practices and rebuild confidence ahead of subsequent releases.
Approach
Given the late entry point, the first phase focused on the essentials: targeted communication, role-based training and hypercare support to ensure operational stability.
For subsequent releases seven and eleven months later, there was space to elevate the change effort. I introduced structured forums for managers, training coordinators and super users, strengthening local ownership and the long-term ability to manage change.
A central focus was rebuilding trust in the programme. Communication was deliberately structured and consistent — demonstrating the impact of clarity and predictability in times of uncertainty.
In parallel, a dedicated super user network was established to gradually take ownership of first-line support and onboarding of new users, reducing dependency on the project team and increasing sustainability.
Outcomes
75% of managers reported experiencing significantly less resistance than anticipated.
Managers consistently described feeling well-equipped to fulfil their role in leading the change, supported by clear forums, guidance and ready-to-use materials.
96% of employees knew where to get support when needed, resulting in strong adoption of the support model and increased confidence in daily use of the system.
Insight
Managers lead change when they are engaged early and supported to succeed.
Communication does more than inform — it builds trust, reduces resistance and enables progress.
When users trust the support around them, uncertainty turns into confidence and change becomes sustainable.
Client Recommendation
I have had the pleasure of having Anna on my team for an IT implementation project. She is a highly competent and structured change manager who brings both clarity and momentum to complex processes. Anna shows great dedication and has a sharp sense of priorities — all balanced with just the right amount of humour, which makes her a joy to work with. Highly recommended.
– Dianna Hedegaard