Change management: definition, process, and models at a glance
What is change management and why do change projects fail?
Change management refers to the systematic planning, control, and implementation of change processes in organizations. It encompasses methods and measures for guiding employees through change, constructively addressing resistance, and sustainably establishing new structures or behaviors. Typical occasions include restructuring, digital transformation, mergers, or the introduction of new technologies such as artificial intelligence. Active leadership, transparent communication, and the early involvement of all those affected are crucial for success.
Seize opportunities, understand risks
A successful transformation begins with the right knowledge. Those who use the appropriate tools and are aware of typical obstacles make better decisions.
Guidance for every phase
From the initial definition to specific triggers, goals, models, and phases, this overview provides everything you need to approach change in a structured manner.
30 years of experience in change
Change is our daily business. For three decades, we have been supporting companies through small and large-scale transformations. Put your trust in Germany's number one change management provider.
Seize opportunities, understand risks
A successful transformation begins with the right knowledge. Those who use the right tools and are aware of typical obstacles make better decisions.
Guidance for every phase
From the initial definition to specific triggers, goals, models, and phases, this overview provides everything you need to approach change in a structured manner.
30 years of experience in change
Change is our daily business. For three decades, we have been supporting companies through small and large-scale transformations. Put your trust in Germany's number one change management provider.
Contents
Definition: What is change management?
Change management is the structured approach to profound changes within a company. The aim is to adapt processes, structures, IT systems, or behavior patterns so that they keep pace with current requirements. This does not involve minor adjustments in day-to-day business, but rather strategically significant changes with long-term effects.
A typical change process begins with an analysis of the current state. This is followed by the definition of a clear goal. The path to this goal is unique to each situation and requires careful planning and professional guidance. Examples of such changes include the introduction of new AI technologies, the transition to a values-based corporate culture, or the adaptation of processes and structures.
The following definitions from leading figures in the field of change management illustrate what constitutes good change management:
1. Prosci®
"The process, tools, and techniques for managing people affected by change and achieving a desired business outcome."
2. Daryl R. Conner
"A set of principles, techniques, and rules applied to the human aspects of implementing major change initiatives in organizations."
3. PMI® Project Management Institute
"A systematic approach to dealing with change. Both from a company perspective and on an individual level."
Change management helps companies implement far-reaching innovations systematically and successfully.
Carina Throne, Senior Manager at CPC
How does a change process with CPC AG work?
A successful change process does not follow a rigid template. Nevertheless, typical stages can be identified that have proven themselves in many companies. These provide orientation, create reliability, and enable targeted management of the transformation.
The process usually begins with a clear analysis: Where does the company currently stand, and what specific challenges make change necessary? Based on this, a realistic target vision is developed. The actual transformation process lies between the starting point and the goal. This requires structure, communication, and the active commitment of all those involved.
Essentially, a change process can be divided into the following phases:
The process usually begins with a clear analysis: Where does the company currently stand, and what specific challenges make change necessary? Based on this, a realistic target vision is developed. The actual transformation process lies between the starting point and the goal. This requires structure, communication, and the active commitment of all those involved.
Essentially, a change process can be divided into the following phases:
"A change process provides structure, but not a template. The path always varies—depending on the customer, context, and goal."
Michael Teubenbacher, Partner at CPC
Find out why our change management is so successful and sustainable:
Reasons and objectives in change management
Common reasons for transformation
The most common triggers and reasons for change at present include:
- Digitization and system implementation, e.g., S/4HANA or AI
- Reorganization of the organization
- cultural development
- Leadership development and employee retention
- Changing customer needs and market conditions
- Sustainability and social responsibility
- Rollout of new strategies
- Implementation of disruptive business models
What a successful change should achieve
The goal of any profound change is to bring about a lasting change in employee behavior and attitudes. Technological adjustments can often be implemented quickly, but real transformation takes place in people's minds and actions.
Professional change management supports this process by providing guidance, encouraging participation, and building acceptance. Three principles form the core of this process:
Professional change management supports this process by providing guidance, encouraging participation, and building acceptance. Three principles form the core of this process:
01
Involvement creates willingness: Those who are involved in the adaptation process are more willing to learn new ways of thinking and behaving.
02
Participation strengthens commitment: Active involvement leads to greater identification with the change project.
03
Commitment leads to implementation: Ideally, employees not only drive change, but also continue to promote it independently.
01
Involvement creates willingness: Those who are involved in the adaptation process are more willing to learn new ways of thinking and behaving.
02
Participation strengthens commitment: Active involvement leads to greater identification with the change project.
03
Commitment leads to implementation: Ideally, employees not only drive change, but also continue to promote it independently.
"Participation is key in the change process: it fosters responsibility and strengthens the will to change."
Gunnar Schultze, Partner at CPC
Phases and models in change management
Behind every successful change project is a clear framework. Change models structure complex processes into comprehensible phases and provide orientation. There is no universally correct model—the important thing is that it fits the company and the target vision.
Kurt Lewin's 3-phase model
Kurt Lewin's approach is one of the classics in change management. His model describes change as a balance between promoting and inhibiting forces.
The three phases:
The three phases:
- Thawing:Awakening a willingness to change and questioning old structures.
- Change: Introduce new processes and behavior patterns.
- Freezing: Consolidating and permanently anchoring the changes achieved.
Strengths:
Emphasizes the human side of change and focuses on communication and fears.
Weaknesses:
Too static for highly dynamic environments. The model is better suited to predictable changes.
John P. Kotter's 8-step model
John Kotter goes one step further: his model offers eight concrete steps for systematically implementing transformations. The essence: change can only succeed if it is understood, supported, and actively lived.
The eight steps:
The eight steps:
- Create a sense of urgency
- Establish a leading coalition:
- Developing a vision for change and a strategy for this process
- Promote understanding and acceptance and communicate on a broad basis
- Create scope for action and empower people on as broad a basis as possible
- Ensure short-term success
- Don't slack off in achieving goals and successes
- Anchoring the changes achieved in corporate culture
Strengths:
Well suited for large organizations with many participants.
Weaknesses:
Consistent implementation of all steps can be resource-intensive.
Wilfried Krüger's 5-phase model
Krüger combines a structured approach with realistic pragmatism. His model complements the classics with a stronger operational perspective.
The five phases:
The five phases:
- initialization
- concept
- mobilization
- implementation
- stabilization
Strengths:
Structured, easy to document, and ideal for traditional project environments.
Weaknesses:
Little room for spontaneous adjustments in agile contexts.
The ADKAR model
The ADKAR model focuses on the individual level of change. The focus is on the emotional and cognitive processes of each individual involved.
ADKAR specifically encompasses the following states:
ADKAR specifically encompasses the following states:
- Awareness
- Desire
- Knowledge
- Ability
- Reinforcement
Strengths:
Focused on willingness to change, behavior, and motivation.
Weaknesses:
Too small-scale for large-scale, strategic transformations.
Accelerate – the dual organization according to Kotter
Kotter developed "Accelerate" to permanently embed change in companies. He proposes a dual structure consisting of a classic hierarchy and an agile network. A dual organization is based on eight accelerators, which largely correspond to his 8-step model and the following five principles:
- Bottom-up initiatives
- Voluntary participation
- Emotional communication of purpose
- Leadership spread across many shoulders
- Networking of the two structures
Strengths:
Combines stability with innovative strength.
Weaknesses:
Complex to implement and little evidence of success to date.
Kurt Lewin's 3-phase model (
)
)
Kurt Lewin's 3-phase model
Kurt Lewin's approach is one of the classics in change management. His model describes change as a balance between driving and restraining forces. The key lies in deliberately influencing this balance.
The three phases:
The three phases:
- Thawing: Awakening a willingness to change and questioning old structures.
- Change: Introduce new processes and behavior patterns.
- Freezing: Consolidating and permanently anchoring the changes achieved.
Strengths:
Emphasizes the human side of change and focuses on communication and fears.
Weaknesses:
Too static for highly dynamic environments. The model is better suited to predictable changes.
John P. Kotter's 8-step model
John P. Kotter's 8-step model
John Kotter goes one step further: his model offers eight concrete steps for systematically implementing transformations. The essence: change can only succeed if it is understood, supported, and actively lived.
The eight steps:
The eight steps:
- Create a sense of urgency
- Establish a leading coalition:
- Developing a vision for change and a strategy for this process
- Promote understanding and acceptance and communicate on a broad basis
- Create scope for action and empower people on as broad a basis as possible
- Ensure short-term success
- Don't slack off in achieving goals and successes
- Anchoring the changes achieved in corporate culture
Strengths:
Well suited for large organizations with many participants.
Weaknesses:
Consistent implementation of all steps can be resource-intensive.
Krüger's 5-phase model (
)
)
Krüger's 5-phase model
Krüger combines a structured approach with realistic pragmatism. His model complements the classics with a stronger operational perspective.
The five phases:
The five phases:
- initialization
- concept
- mobilization
- implementation
- stabilization
Strengths:
Structured, easy to document, and ideal for traditional project environments.
Weaknesses:
Little room for spontaneous adjustments in agile contexts.
The ADKAR model
The ADKAR model
The ADKAR model focuses on the individual level of change. The focus is on the emotional and cognitive processes of each individual involved.
ADKAR specifically encompasses the following states:
ADKAR specifically encompasses the following states:
- Awareness
- Desire
- Knowledge
- Ability
- Reinforcement
Strengths:
Focused on willingness to change, behavior, and motivation.
Weaknesses:
Sometimes too fragmented for large-scale, strategic transformations.
Accelerate by
John P. Kotter
John P. Kotter
Accelerate – the dual organization according to Kotter
Kotter developed "Accelerate" to permanently embed change in companies. He proposes a dual structure consisting of a classic hierarchy and an agile network. A dual organization is based on eight accelerators, which largely correspond to his 8-step model and the following five principles:
- Bottom-up initiatives
- Voluntary participation
- Emotional communication of purpose
- Leadership spread across many shoulders
- Networking of the two structures
Strengths:
Combines stability with innovative strength.
Weaknesses:
Complex to implement and little evidence of success to date.
Why change management models facilitate the process
A structured approach is needed to ensure that far-reaching changes in companies are successful. Models such as Lewin, Kotter, and ADKAR offer clear guidance for this. They divide change into comprehensible phases, thereby creating transparency for all involved.
Successful transformation can only be achieved if all those involved understand the common goal and can actively participate. Three key aspects help to achieve this:
Successful transformation can only be achieved if all those involved understand the common goal and can actively participate. Three key aspects help to achieve this:
1. Convey urgency
Without a clear "why," motivation is often lacking. Successful change management therefore begins with a clear signal: change is necessary, and it is necessary now.
2. Clarify your vision
A clear idea of what the target state looks like is crucial. It helps employees find their bearings, reduce uncertainty, and build trust.
3. Making progress visible
Every noticeable step is motivating. That's why successful models rely on stages with visible successes. These milestones ensure that the change is experienced as realistic and achievable.
"Change succeeds when meaning, orientation, and visible successes motivate employees to take action."
Diana Herr, Senior Manager at CPC
The change curve: Emotional phases in the change process
Changes in companies affect not only processes and structures, but above all people. The change curve according to Kübler/Ross describes how employees react emotionally to transformations. Those who are familiar with these phases can respond more specifically to concerns, resistance, and uncertainties.
The curve typically progresses in five stages, from the initial impulse to acceptance of the new:
The curve typically progresses in five stages, from the initial impulse to acceptance of the new:
Surprise & Denial
The announcement of change often triggers rejection. Many initially believe that the change is excessive, unnecessary, or temporary.
Frustration & Resistance
When it becomes clear that something is really changing, frustration, fear, or anger arise. Some individuals actively reject the change or withdraw.
Negotiating & weighing up options
Employees begin to weigh up which aspects of the change they can accept. Initial attempts at compromise emerge.
Trying things out & commitment
New processes are being tested. Initial successes strengthen confidence in the change. Attitudes are slowly changing.
Integration & Stabilization
The new reality becomes routine. Processes, systems, and behaviors are accepted and applied with confidence.
Surprise & Denial
The announcement of change often triggers rejection. Many initially believe that the change is excessive, unnecessary, or temporary.
Frustration & Resistance
When it becomes clear that something is really changing, frustration, fear, or anger arise. Some individuals actively reject the change or withdraw.
Negotiating & weighing up options
Employees begin to weigh up which aspects of the change they can accept. Initial attempts at compromise emerge.
Trying things out & commitment
New processes are being tested. Initial successes strengthen confidence in the change. Attitudes are slowly changing.
Integration & Stabilization
The new reality becomes routine. Processes, systems, and behaviors are accepted and applied with confidence.
Companies that actively support these phases significantly increase the chances of success for their change projects while promoting trust, stability, and commitment within the team.
Success Factors in Change Management: Proven Methods for Driving Change
Whether it’s the implementation of AI, a reorganization, or a cultural transformation: the difference between successful and failed change projects lies in the consistent application of methods that have proven to be key success factors in practice. CPC AG has identified the decisive factors based on over 2,500 projects.
Example: The Change Story
The so-called change story conveys the meaning of the transformation. It explains why changes are necessary, what the goal is, and what the path to achieving it looks like. A well-formulated story creates orientation and trust. It forms the communicative backbone of every change.
Example: Change Impact Analysis
The Change Impact Analysis systematically examines the effects of a project. Who is affected? Which skills need to be developed, which processes need to be adapted? The process identifies critical areas and creates the basis for targeted measures.
Other proven success factors and methods for change management:
- Involvement of top management as visible supporters
- Stakeholder analysis to identify affected parties and influential groups at an early stage and to define priorities and communication channels in a targeted manner
- Definition of an overarching vision with clear communication
- Roadmap with schedule and milestones for the entire process
- Consistent change communication across different channels
- Assembling the Guiding Coalition—a core team of executives and opinion leaders who visibly exemplify and support the change.
- Visualization of early successes to promote motivation
- Identification and integration of change agents
- Employee engagement through innovative experiential formats
- Recognizing and resolving resistance
- Establishment of feedback mechanisms to measure acceptance
- Sustainable anchoring of new working methods in the company
"Committed top management, a clear vision, and early successes are crucial for a successful transformation."
Michael Kempf, Partner at CPC
Typical challenges in change management
Change is rarely met with enthusiasm.
Studies show that around 70% of all change projects fail. This is according to the widely cited study by John P. Kotter. Two key reasons recur regularly: resistance from employees and a relapse into familiar structures.
The Gartner Group also confirms these findings. According to their analysis, it is primarily personal uncertainties that jeopardize the success of a change process. The more the change interferes with existing routines, the greater the resistance. The situation becomes particularly critical when employees fear negative consequences, for example for their position, their income, or the team structure. Uncertainty also arises when the goal of the change is not clearly communicated or when there is too little time to adjust to new circumstances.
Resistance is not always loud, but it is almost always effective. It manifests itself both actively, in the form of anger, criticism, or open rejection, and passively, through withdrawal, demotivation, or refusal to perform.
It is not enough to simply announce new measures. It is crucial to build trust and accompany the team through all phases of the transformation.
Involvement often has a stronger effect than any measure. Those who are allowed to actively participate in shaping change develop a different attitude toward transformation. Continuous communication, space for questions, and concrete involvement of those affected are therefore key levers for successfully shaping change.
It is not enough to simply announce new measures. It is crucial to build trust and accompany the team through all phases of the transformation.
Involvement often has a stronger effect than any measure. Those who are allowed to actively participate in shaping change develop a different attitude toward transformation. Continuous communication, space for questions, and concrete involvement of those affected are therefore key levers for successfully shaping change.
Stakeholders in Change Management
The success of any change initiative depends crucially on how well the relevant stakeholders are identified, understood, and engaged.
- Clients and sponsors – Set the strategic direction and secure resources.
- Senior and middle management – translating the vision into concrete action.
- Change Managers – Oversee the entire change process.
- Change agents and internal advocates – driving change within their teams.
- Employees as stakeholders and participants – their acceptance determines success or failure.
- Works Council and Employee Representatives – Safeguarding the Interests of the Workforce.
- External partners and consultants – They bring impartial perspectives and proven methods to the table.
"Resistance is not a sign of failure—it is a signal that employees need guidance and security."
Jördis Andersson, Partner at CPC
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Frequently asked questions about change management
What is change management and why does my company need it?
Change management is the systematic planning and control of change in companies. It helps to overcome resistance and embed new processes in a sustainable manner. Without structured change management, around 70 percent of all transformation projects fail.
- CPC combines strategy, practical experience, and a focus on people to create a holistic approach to change that guides companies through complex transformations.
- We create clarity about goals, roles, and communication, thereby fostering acceptance and motivation among employees.
- We accompany change from analysis to implementation and ensure that change is integrated into everyday life and has a long-term effect.
What are the objectives of change management?
Change management aims to make changes effective and sustainable. It provides orientation, promotes participation, and strengthens an organization's ability to successfully implement new ideas. The goal is to align managers, teams, and structures in such a way that change unleashes motivation and performance.
- CPC mobilizes management and establishes a shared change story as a guiding principle.
- We attract local sponsors, encourage participation, and make change tangible through experiential formats.
- We regularly measure acceptance, celebrate successes, and ensure long-term change within the organization.
Why is professional change management so important?
Without change management, good intentions fail due to acceptance, communication, and daily business. Professional change creates clarity, reduces friction, and accelerates implementation. Companies achieve their goals in a predictable manner and secure investments in change.
- For years, CPC has been voted the No. 1 change consultancy by its customers.
- We ensure acceptance—from the board of directors to the employees affected.
- We are one of the largest change providers in the German-speaking region.
How does a change management process work?
A successful change process proceeds in clear phases: preparation, implementation, and consolidation. The process begins with analysis and goal setting. This is followed by planning, communication, integration, and training. Change management is accompanied by continuous monitoring.
- CPC works in the phases of change initiation, change implementation, and institutionalization.
- We combine project management, communication, and training into one overall process.
- Our process delivers clear milestones, early visible successes, and reliable controlling through our Change Office.
What change management models are there?
There are various models for structuring change—for example, Lewin's three-phase model, Kotter's eight-step model, or the ADKAR model. They show how organizations can successfully plan, support, and consolidate change by specifically altering behavior, attitudes, and structures.
- CPC combines proven models with practical experience from over 2,500 projects to create a unique approach.
- We flexibly adapt this approach to the culture and goals of our customers.
- Our method makes every single step tangible and measurable.
Why does change management fail?
Many change projects fail due to a lack of communication, unclear goals, or poor leadership. Employees do not understand the reason for the change or feel left out. Successful change management creates meaning, participation, and orientation—and thus makes change possible in the first place.
How does change management support digital transformation?
Digital transformation changes roles, processes, and culture. Change management creates understanding, empowers teams, and accelerates the use of digital solutions. This allows technologies to unfold their full value in day-to-day business and in key performance indicators.
- CPC combines change, technology, and project experience for successful AI, S/4HANA, and CRM implementations.
- We create understanding and acceptance for new digital ways of working.
- We support organizations from strategy to everyday application.
How are employees involved in the change?
Employees receive clear information, tailored training, and are involved in the change process. Dialogue formats address questions and concerns. Practical training provides confidence. This creates acceptance and motivation to implement changes in daily business.
- CPC provides information tailored to specific target groups and creates transparency regarding goals, benefits, and next steps.
- We already involve employees in the design of solutions and processes.
- We train change agents and promote vibrant user communities for sustainable success.
How does change management deal with resistance?
Resistance is a normal part of any change. It arises when people lack security, orientation, or meaning. At the same time, it is valuable: it shows where communication or participation is lacking. Change management helps to understand resistance and transform it into motivation—through clarity, structure, and success.
- CPC uses resistance as feedback and an opportunity to find suitable solutions.
- We strengthen security, focus, and clarity of purpose with our change formula.
- We foster trust through participation, early successes, and progress.
How long does a typical change project take?
The duration depends on the scope. Smaller projects take 3-6 months, comprehensive transformations 12-24 months. CPC AG defines clear milestones and measurable interim goals.
What qualifications do CPC consultants have?
Our consultants have in-depth training in change management methods and many years of practical experience. CPC is a five-time Hidden Champion and offers TÜV Rheinland-certified training courses.
What does professional change management cost?
The investment varies depending on the scope of the project. An initial consultation is free of charge. CPC will prepare a customized quote based on your requirements.
How is success measured?
CPC works with defined KPIs for continuous monitoring of progress and change success. Among other things, acceptance rates, implementation progress, and degree of target achievement are measured.
What role does AI play in modern change management?
Artificial intelligence is changing work processes in many industries. CPC supports AI implementation with a combination of technological AI consulting and professional change management.
Does CPC also offer remote consulting?
Yes, CPC also offers hybrid consulting models. Workshops can take place on-site or virtually.