Ready to learn more?
Digitalize R&D with change management experts.
Blog
Five Essential Elements of Change Management for R&D Digitalization
No items found.
Digital transformation isn’t just about deploying new technology – it’s about enabling people to work differently. Read about best practices for sustained adoption and measurable impact of R&D digitalization.
In enterprise R&D, the value of digital transformation is strongly tied to how it is executed. Initiatives often falter not because the technology fails, but because the human and organizational side of change is underestimated.
Over years of guiding digital transformation programs, we’ve found that effective change management (CM) isn’t a “soft” discipline – it’s a rigorous, structured practice that must be embedded into program planning from the outset.
Here are the five elements we believe are most critical for sustained adoption and measurable impact.
1. Integrating the CM Plan with Technical Program Management
A CM plan cannot run in parallel to the technical program; it must be interwoven. This means aligning change milestones with technical deliverables, ensuring the communications plan matches the phase of deployment, and allocating resourcing for both streams from day one.
In our work with R&D organizations, we see that coupling CM and technical program management not only streamlines decision-making but also reduces the risk of misaligned timelines or conflicting priorities.
2. Executive Sponsorship as a Visible and Ongoing Force
Research from Prosci and McKinsey consistently show that active and visible executive sponsorship is the top contributor to change success.1,2 Leaders need to do more than endorse a program – they must communicate a compelling vision and engage at critical moments to reinforce it.
Our team helps executives craft and deliver that vision by applying proven change communication strategies – like consistency and authenticity – and supporting the identification of “moments that matter” for leadership visibility.
3. Early Insight into Structure, Culture, and Barriers
Every organization has its formal structures – and its informal networks. Both shape how change flows (or stalls). Conducting an early assessment of stakeholder influence, decision-making norms, and potential friction points allows for targeted interventions before resistance becomes entrenched.
We’ve seen the difference this makes in R&D environments where scientific teams, program managers, and commercial functions each have distinct cultures and expectations.
4. Dedicated Resourcing for Non-Trivial Execution
Executing CM well is complex. It demands dedicated expertise, sustained coordination, and continuous engagement. Treating it as a “side-of-desk” activity almost guarantees slow adoption and disengagement.
Successful programs assign experienced CM leads with clear accountability, ensuring that training, feedback loops, and communications are given the same rigor as technical deliverables.
5. Sustaining Change Beyond Go-Live
Change does not peak at launch. In fact, studies from HBR suggest that the real inflection point in adoption can occur years after implementation.3 Our team builds sustainment plans that extend well past go-live, including reinforcement campaigns, refresher trainings, ongoing adoption measurement, and feedback cycles.
Sustainment planning should be built into the program from the outset to ensure that new ways of working become embedded in the organization’s DNA.
Why This Matters Now
As companies execute R&D digitalization, it is important for innovation leaders to keep these change management best practices in mind to realize the value of digital transformation.
At Albert, we’ve seen that pairing deep technical program management expertise with thoughtful, sustained change leadership creates the conditions for transformation to truly take root. It’s not about delivering technology; it’s about enabling organizations to operate differently, long after the program team has moved on.
1. https://www.prosci.com/blog/primary-sponsors-role-and-importance
2. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-do-we-manage-the-change-journey
3. https://hbsp.harvard.edu/product/12599-PDF-ENG
In enterprise R&D, the value of digital transformation is strongly tied to how it is executed. Initiatives often falter not because the technology fails, but because the human and organizational side of change is underestimated.
Over years of guiding digital transformation programs, we’ve found that effective change management (CM) isn’t a “soft” discipline – it’s a rigorous, structured practice that must be embedded into program planning from the outset.
Here are the five elements we believe are most critical for sustained adoption and measurable impact.
1. Integrating the CM Plan with Technical Program Management
A CM plan cannot run in parallel to the technical program; it must be interwoven. This means aligning change milestones with technical deliverables, ensuring the communications plan matches the phase of deployment, and allocating resourcing for both streams from day one.
In our work with R&D organizations, we see that coupling CM and technical program management not only streamlines decision-making but also reduces the risk of misaligned timelines or conflicting priorities.
2. Executive Sponsorship as a Visible and Ongoing Force
Research from Prosci and McKinsey consistently show that active and visible executive sponsorship is the top contributor to change success.1,2 Leaders need to do more than endorse a program – they must communicate a compelling vision and engage at critical moments to reinforce it.
Our team helps executives craft and deliver that vision by applying proven change communication strategies – like consistency and authenticity – and supporting the identification of “moments that matter” for leadership visibility.
3. Early Insight into Structure, Culture, and Barriers
Every organization has its formal structures – and its informal networks. Both shape how change flows (or stalls). Conducting an early assessment of stakeholder influence, decision-making norms, and potential friction points allows for targeted interventions before resistance becomes entrenched.
We’ve seen the difference this makes in R&D environments where scientific teams, program managers, and commercial functions each have distinct cultures and expectations.
4. Dedicated Resourcing for Non-Trivial Execution
Executing CM well is complex. It demands dedicated expertise, sustained coordination, and continuous engagement. Treating it as a “side-of-desk” activity almost guarantees slow adoption and disengagement.
Successful programs assign experienced CM leads with clear accountability, ensuring that training, feedback loops, and communications are given the same rigor as technical deliverables.
5. Sustaining Change Beyond Go-Live
Change does not peak at launch. In fact, studies from HBR suggest that the real inflection point in adoption can occur years after implementation.3 Our team builds sustainment plans that extend well past go-live, including reinforcement campaigns, refresher trainings, ongoing adoption measurement, and feedback cycles.
Sustainment planning should be built into the program from the outset to ensure that new ways of working become embedded in the organization’s DNA.
Why This Matters Now
As companies execute R&D digitalization, it is important for innovation leaders to keep these change management best practices in mind to realize the value of digital transformation.
At Albert, we’ve seen that pairing deep technical program management expertise with thoughtful, sustained change leadership creates the conditions for transformation to truly take root. It’s not about delivering technology; it’s about enabling organizations to operate differently, long after the program team has moved on.
1. https://www.prosci.com/blog/primary-sponsors-role-and-importance
2. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-do-we-manage-the-change-journey
3. https://hbsp.harvard.edu/product/12599-PDF-ENG