Change can be a difficult process for any company to understand and navigate successfully. Not only must organizations consider technical solutions, but they must also address the adaptive, people-centered aspects of change. Large transformations don’t succeed by accident. The difference often comes down to a few critical areas of focus and decisions made early in the process.

Stratas Foods’ vision of building a new operations system to support future growth required nothing short of a complete business transformation. This meant designing a new IT system that would take multiple years to implement while simultaneously addressing the people-centered challenges that arose along the way. This comprehensive change was daunting and could have easily overwhelmed the workforce without a well-thought-out strategic plan, a clear vision and sufficient resources.

Stratas Foods ultimately succeeded in its transformation, though not without navigating many obstacles. Below are five key concepts — along with professional change management tips and learning and development (L&D) support functions — that helped Stratas manage the complexity of change and can help your organization enable its own transformation.

Do the Due Diligence Before You Commit

Before committing to new technology and a large-scale change, confirm it’s worth the intense effort it will take to transform. Make sure the new technology fits your company’s workflows, culture and long-term goals. Speak with and demo multiple vendors, review the latest industry research, conduct readiness assessments for both leadership and the workforce, and connect with organizations that have undergone similar transformations.

How L&D Can Support This: When speaking with other organizations, ask what worked well — and, more importantly, what they would change if given a “do-over.” L&D professionals should evaluate and champion vendor feedback, research and assessments while facilitating deeper discussions on the factors most critical to success. Then they should lead the discussion on what will differentiate success from failure.

Resource Change Like a Real Project, Not a Side Job

Many companies assume organizational change can be managed as someone’s second job. As project scope increases, this approach quickly becomes unsustainable. Stratas dedicated project capital, up to 20 full-time employees, external consultants and several part-time contributors to a multi-year effort.

Statistics around insufficient resourcing tell a sobering story. According to McKinsey research, only three out of ten significant change initiatives reach completion and even fewer are delivered on time and on budget. Stratas achieved both due to the breadth of resources allocated to the initiative.

How L&D Can Support This: Recruit top-level, full-time contributors from across the organization, with clear entry and reintegration plans once the work is complete. Failing to support the full lifecycle signals that the change is not a true priority. L&D professionals can assist by organizing and deploying strategic messaging on the realities of organizational transformation — facts, fears and expectations. This messaging must be constant and persistent throughout the life of the project.

Protect Time for People to Learn the New Way of Working

Time is money and resources are finite. However, time to train, learn and grow from mistakes becomes increasingly critical as projects progress. Employees need time to process and adjust to the new normal. Establishing new neural pathways and adapting to new ways of working requires repetition. Project timelines and embedded change management activities should be reviewed periodically to ensure people and processes have adequate time to mature.

How L&D Can Support This: Establish minimum training periods or “learning zones” prior to implementation that cannot be shortened, regardless of solution readiness. L&D professionals should safeguard these dedicated hands-on practice periods that allow learning to take root. Insufficient time to experiment and practice often results in rushed solutions and an overwhelmed workforce.

Listen to the Workforce Early and Often

Change requires intentional listening and a genuine understanding of what employees experience throughout the process. Conduct regular check-ins with key power users and frontline employees to assess sentiment and surface issues early before frustration spreads. Recognize when certain teams carry heavier workloads due to new processes and be prepared to allocate additional support. While stories of overwhelm may surface, dedicating time and attention ensures employees feel heard and supported. Over time, many will adapt, especially when they see that the new system actually makes work easier.

How L&D Can Support This: Summarize feedback from check-ins and share it with project leaders. Provide outlets, such as on-demand wellness resources, and encourage simple stress-relief practices. While some attrition is expected, proactively addressing stress builds trust and reinforces commitment.

L&D professionals can build internal momentum by organizing peer-to-peer connection through engaging team-building activities. Stratas L&D arranged an improv workshop facilitated by a local acting company. It allowed the team to decompress, gain new insights and enjoy one another’s company without project pressures.

Celebrate Visible Progress, Not Just the Finish Line

It is easy to focus on challenges and adopt a “glass-half-empty” mindset during large-scale change. While issues must be addressed, they also create opportunities to recognize progress. Take time to acknowledge what works. Employees often value a sincere thank-you from leadership. Stratas celebrated milestones along the way, including hosting a mid-project employee appreciation week. Regular recognition reinforces desired behaviors and allows employees to pause, reset and refocus.

How L&D Can Support This: Leverage small wins to share success stories. During major change, there is no such thing as over-communicating what goes right. L&D professionals should amplify these stories across the workforce. These moments not only demonstrate progress but also humanize the effort and highlight perseverance.

Making Change Stick

Significant transformation requires determination, flexibility and a willingness to stretch beyond perceived limits. When leadership invests in the right solutions, resources and time to support both technical change and cultural adaptation, transformation becomes far more likely to succeed — a far less disruptive to the workforce.