Enhancing change management with co-creation: A case study

5-minute read

Quick summary: A real-world example of how co-creation enhances adoption and utilization of new technologies, resulting in higher engagement, enhanced user satisfaction, and increased efficiency

The average organization, according to Gartner, has gone through five significant organizational changes in the past three years—and almost 75 percent of businesses expect to expand the types of change programs they will initiate in the next three years. Change is the new normal, and surviving in today’s fast-paced business environment requires effective organizational change management (OCM) strategies.

In a recent series, we explored our four-step approach for delivering optimal results from change management initiatives. The second step of this approach focuses on co-creation—including those impacted by change directly in adoption planning to reduce organizational risk and achieve desired outcomes.

A recent project illustrates the power of co-creation in supporting the change management process in our work with a global technology company. Through transparent communication, iterative development, and active stakeholder involvement, our client is transforming its sales processes, enabling significant improvements in user engagement and satisfaction.

Project background

Our team is collaborating with a global technology company to support the adoption of a new content management system (CMS). The company invested significantly in this system, designed to streamline the process for their salespeople to find and share documents, presentations, and other sales materials. Despite its advanced features, the system faced low adoption rates among the salespeople, who continued to rely on outdated methods for managing and distributing content.

Adoption challenges

The CMS offers robust capabilities such as real-time document sharing, in-platform content manipulation, and detailed metrics regarding client interactions. However, several barriers hindered its effective use:

• Lack of awareness: Many salespeople were unaware of the full capabilities of the new system.
• Resistance to change: Salespeople were accustomed to their previous workflows and hesitant to adopt new methods.
• Usability issues: Some users found the transition to the new system challenging due to unfamiliarity with its interface and functionalities.

Co-creation process

To address these challenges, we leveraged a module-based adoption framework previously developed for a project in the same organization involving the launch of Microsoft Copilot. This framework, which had proven successful in increasing Copilot adoption rates, provided a solid foundation for our approach. However, we understood that the CMS project presented unique needs and targeted a very different user group.

Therefore, we worked closely with the client’s team to customize the framework, ensuring it worked with their organizational structure and addressed the specific requirements of their salespeople. Our team led detailed discussions to understand their workflows, goals, and pain points, allowing us to modify each adoption module to better suit the new context. By integrating these insights, we created a tailored adoption strategy that resonated with the client. This enabled us to build a strong foundation that facilitates salespeople’s transitions to the new way of working.

This process involved several key steps:

• Initial engagement: We began by understanding the unique needs of the client and their user base.
• Customization: Through detailed discussions with the client’s team, we identified the specific requirements and preferences of their salespeople. This allowed us to modify the existing adoption modules to address the unique challenges and goals of this group.
• Agile planning: We developed a Scaled Agile Framework® (SAFe®) plan, breaking the project down into manageable segments with frequent check-ins. This approach ensured flexibility and allowed us to make real-time adjustments based on ongoing feedback.

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Implementation

Implementing the co-creation aspect of change management involved two critical components:

• Daily stand-ups: We conducted regular brief meetings with the client to discuss progress, address questions, and resolve any blockers. These stand-ups fostered transparency and kept everyone aligned on the project’s goals.
• Iterative development: By working in short cycles and incorporating continuous feedback, we were able to adapt quickly to the client’s evolving needs. This iterative process ensured that the adoption plan remained relevant and effective throughout the project.

Through these efforts, we aimed to create a sense of ownership among the team members, making them active participants in the change process rather than passive recipients. This approach not only increased engagement, but also ensured that the solutions developed were practical and user-friendly.

In the next section, we’ll explore the best practices that are emerging from this co-creation process and how they contribute to the project’s success.

Results and lessons learned

According to Prosci®, projects with good change management are 7x more likely to produce positive results than those without. As this project proceeds to its final phases, we are seeing the positive impact of our co-creation approach and anticipate positive long-term outcomes.

Project completion

The co-creation approach led to the successful development of a new adoption framework for increasing the use of the CMS’ key features and functionalities. Key goals include:

• Increased adoption rates: Active use of the CMS among salespeople is expected to rise significantly, showcasing the effectiveness of the co-creation strategy.
• Enhanced user engagement: Salespeople express higher satisfaction with the system, appreciating its streamlined processes and ease of use.
• Improved efficiency: Full utilization of the CMS’ real-time sharing and in-platform content manipulation features is enabling faster and more efficient sales operations.

Extension and future plans

Due to the project’s success, the collaboration has been extended to further refine and expand the adoption strategy. Key elements of this phase include:

• Ongoing support: Continued collaboration to provide support and address emerging challenges, ensuring sustained success
• Future enhancements: Developing a roadmap for future improvements to the adoption framework for the CMS, incorporating additional features based on user feedback
• Deployment: Creating a plan to deploy the adoption framework, and supporting the client with implementation and deployment of the adoption plan

Key takeaways

Several important lessons have emerged from this co-creation process:

• Stakeholder buy-in: Involving stakeholders at every step builds trust and ensures alignment with the organization’s goals, leading to higher engagement and progress towards a successful outcome.
• Flexibility and adaptability: Tailoring strategies to fit the unique needs and goals of different user groups is essential for effective change management.
• Building high-performing teams: Trust and open communication are crucial for creating effective, high-performing teams capable of driving successful change initiatives.
• Iterative approach: Regular feedback and adjustments allow for continuous improvement, ensuring the adoption plan remains relevant and effective throughout the project.

By adhering to these best practices and maintaining a collaborative, transparent approach, we are achieving significant improvements in user engagement and system adoption. This case study demonstrates the power of co-creation in driving successful organizational change and provides a roadmap for future initiatives.

The way forward: Harnessing co-creation for lasting change

Our co-creation approach is significantly enhancing the adoption and utilization of this global tech leader’s new CMS. By involving stakeholders directly in the change process, we are achieving a smoother transition and greater user satisfaction. Co-creation leads to tailored solutions, increases engagement, and facilitates open communication, proving essential for successful change management.

This initiative’s success underscores the potential of co-creation in driving effective organizational change, emphasizing stakeholder involvement and iterative development. By fostering collaboration and tailoring solutions to specific needs, organizations can achieve better outcomes and continuous improvement. This approach is not only facilitating successful CMS adoption, but also laying a foundation for ongoing innovation, demonstrating co-creation’s transformative potential in driving effective organizational change.

Strategy & Operations Manager Aladia Gan is a seasoned expert in Organizational Change Management (OCM), bringing over 20 years of diverse experience across multiple industries. With a proven track record in HR and financial system upgrades and ERP projects for government clients, Aladia excels in driving organizational transformation efforts. She leverages her certifications as a Prosci®/ADKAR Change Practitioner, SAFe® 6 Practitioner, and Scrum Master to ensure successful project outcomes.