Digital transformation

The Art of Change: Communicating to Drive Adoption

Change is a constant in organisations, yet successfully implementing it remains a challenge. New software, processes, or organisational structures bring not only technical adjustments but, above all, human ones. That is why change management is not a side issue but a critical pillar of every implementation project.

At horsum, we are frequently asked how we, as an advisory partner, can support organisations throughout this process.

14 August 2026

ADKAR as a Framework

At horsum, we use the ADKAR model as a guiding framework. This model breaks change down into five sequential stages:

Awareness - understanding why the change is needed
Desire - willingness to participate and support the change
Knowledge - understanding how to implement the change
Ability - the capability to apply new skills and behaviours
Reinforcement - ensuring the change is sustained and preventing regression

What makes ADKAR so effective is that it focuses not only on processes but on people. Without awareness, there is no desire. Without knowledge, there is no ability.

Technology can be purchased. Commitment cannot. That is why, in our projects, we place a strong emphasis on key users. They serve as the bridge between the project team and the people on the shop floor. Their role goes far beyond testing or training. They are ambassadors of change. So, what does that look like in practice?

Before Interviews

Key users gather feedback from colleagues about their needs, concerns, and expectations. This allows us to map not only business processes but also the emotions and perceptions surrounding the change.
During Workshops

We explain how each decision impacts other departments, helping employees understand that change is a collective effort rather than something imposed upon them. Key users actively participate in these sessions, providing valuable input that leads to realistic decisions and stronger buy-in.
After Workshops

Key users keep their colleagues informed, ensuring that information does not remain within the project team but reaches the wider organisation. They can also provide concrete responses to the initial feedback and concerns raised by employees, helping people feel heard and involved.
Throughout the Project

Key users act as trusted points of contact. They gather feedback, identify resistance, and help resolve concerns before they become obstacles.

Why Does This Work?

Projects rarely fail because of technology. More often, they struggle because of resistance to change.

By involving key users from the outset, we communicate the purpose of the change clearly and reinforce that message through familiar and trusted colleagues. This increases adoption rates while reducing pressure on both IT teams and implementation partners.

In other words, this approach creates ownership. People are far more likely to embrace change when they hear the story from someone who understands their day-to-day reality.

As a sign displayed throughout the offices of our client Sabcobel puts it:

“Today's mess is tomorrow's fertilizer for growth. Keep smiling.”

Practical Tips

Start with an inspiring vision and communicate it consistently.
Train key users not only in system knowledge but also in communication skills.
Organise regular check-ins and recognise their contributions, even after go-live.

Change management is not a one-time activity during preparation and implementation. It is an ongoing process that puts people at the centre. With ADKAR as a structure and key users as the driving force behind engagement, change no longer becomes a threat. It becomes an opportunity for growth.