project case study in change management

Onsite training

3,000,000+ delegates

15,000+ clients

1,000+ locations

KnowledgePass
Log a ticket

01344203999 Available 24/7

Change Management Case Study Examples: Lessons from Industry Giants

Explore some transformative journeys with efficient Change Management Case Study examples. Delve into case studies from Coca-Cola, Heinz, Intuit, and many more. Dive in to unearth the strategic wisdom and pivotal lessons gleaned from the experiences of these titans in the industry. Read to learn about and grasp the Change Management art!

Exclusive 40% OFF

Training Outcomes Within Your Budget!

We ensure quality, budget-alignment, and timely delivery by our expert instructors.

Share this Resource

Certified Professional Change Management CPCM
Risk Management for Change Training
Managing Change with Agile Methodology Training
Complete Change Management Assessments Training
Managing Organisational Change Effectively

In the fast-paced world of business, staying ahead means being able to adapt. Have you ever wondered how some brands manage to thrive despite huge challenges? This blog dives into a collection of Change Management Case Studies, sharing wisdom from top companies that have faced and conquered adversity through effective Change Management Activities. These aren’t just stories; they’re success strategies.

Each Change Management Case Study reveals the smart choices and creative fixes that helped companies navigate rough waters. How did they turn crises into chances to grow? What can we take away from their successes and mistakes? Keep reading to discover these inspiring stories and learn how they can reshape your approach to change in your own business.

Table of Contents

1) What is Change Management in Business?

2) Top Examples of Case Studies on Change Management

a) Coca-Cola

b) Adobe

c) Heinz

d) Intuit

e) Kodak

f) Barclays Bank

3) Conclusion

What is Change Management in Business?

Change management in business refers to the structured process of planning, implementing, and managing changes within an organisation. It involves anticipating, navigating, and adapting to shifts in strategy, technology, processes, or culture to achieve desired outcomes and sustain competitiveness.

Effective Change Management entails identifying the need for change, engaging stakeholders, communicating effectively, and mitigating resistance to ensure smooth transitions. By embracing Change Management principles and utilizing change management tools , businesses can enhance agility, resilience, and innovation, driving growth and success in dynamic environments.

Top Examples of Case Studies on Change Management

Let's explore some transformative journeys of industry leaders through compelling case studies on Change Management:

1) Coca-Cola

Coca-Cola, the beverage titan, acknowledged the necessity to evolve with consumer tastes, market shifts, and regulatory changes. The rise of health-conscious consumers prompted Coca-Cola to revamp its offerings and business approach. The company’s proactive Change Management centred on innovation and diversification, leading to the launch of healthier options like Coca-Cola Zero Sugar.

Strategic alliances and acquisitions broadened Coca-Cola’s market reach and variety. Notably, Coca-Cola introduced eco-friendly packaging like the PlantBottle and championed sustainability in its marketing, bolstering its brand image.

Acquire the expertise to facilitate smooth changes and propel your success forward – join our Change Management Practitioner Course now!

2) Adobe

Adobe, with its global workforce and significant revenue, faced a shift due to technological advancements and competitive pressures. In 2011, Adobe transitioned from physical software sales to cloud-based services, offering free downloads or subscriptions.

This shift necessitated a transformation in Adobe’s HR practices, moving from traditional roles to a more human-centric approach, aligning with the company’s innovative and millennial-driven culture.

Discover the Impact of Change Management Salaries on Career Growth and Organizational Success!

3) Heinz

Berkshire Hathaway and 3G Capital’s acquisition of Heinz led to immediate, sweeping changes. The new management implemented cost-cutting measures and altered executive perks.

Additionally, it introduced a more insular leadership style, contrasting with 3G’s young, mobile, and bonus-driven executive team.

Commence on a journey of transformative leadership and achieve measurable outcomes by joining our Change Management Foundation Course today!

4) Intuit

Steve Bennett’s leadership at Intuit marked a significant shift. Adopting the McKinsey 7S Model, he restructured the organisation to enhance decision-making, align rewards with strategy, and foster a performance-driven culture. His changes resulted in a notable increase in operating profits.

Discover the Best Change Management Books ! Read our top picks and transform your organization today!

5) Kodak

Kodak, the pioneer of the first digital and megapixel cameras in 1975 and 1986, faced bankruptcy in 2012. Initially, digital technology was costly and had subpar image quality, leading Kodak to predict a decade before it threatened their traditional business. Despite this accurate forecast, Kodak focused on enhancing film quality rather than digital innovation.

Dominating the market in 1976 and peaking with £12,52,16 billion in sales in 1999, Kodak’s reluctance to adopt new technology led to a decline, with revenues falling to £4,85,11,90 billion in 2011.

Get ready for your interview with our top Change Management Interview Questions .

In contrast, Fuji, Kodak’s competitor, embraced digital transformation and diversified into new ventures.

Empower your team to manage change effectively through our Managing Change With Agile Methodology Training – sign up now!

6) Barclays Bank

The financial sector, particularly hit by the 2008 mortgage crisis, saw Barclays Capital aiming for global leadership under Bob Diamond. However, the London Inter-bank Offered Rate (LIBOR) scandal led to fines and resignations, prompting a strategic overhaul by new CEO Antony Jenkins in 2012.

Changes included rebranding, refocusing on core markets, altering the business model away from high-risk lending, fostering a customer-centric culture, downsizing, and embracing technology for efficiency. These reforms aimed to strengthen Barclays, improve shareholder returns, and restore trust.

Dive into the detailed Case Study on Change Management

Conclusion

The discussed Change Management Case Study examples serve as a testament to the transformative power of adept Change Management. Let these insights from industry leaders motivate and direct you as you navigate your organisation towards a path of continuous innovation and enduring prosperity.

Enhance your team’s ability to manage uncertainty and achieve impactful results – sign up for our comprehensive Risk Management For Change Training now!

Frequently Asked Questions

The five key elements of Change Management typically include communication, leadership, stakeholder engagement, training and development, and measurement and evaluation. These elements form the foundation for successfully navigating organisational change and ensuring its effectiveness.

The seven steps of Change Management involve identifying the need for change, developing a Change Management plan, communicating the change vision, empowering employees, implementing change initiatives, celebrating milestones, and sustaining change through ongoing evaluation and adaptation.

The Knowledge Academy takes global learning to new heights, offering over 30,000 online courses across 490+ locations in 220 countries. This expansive reach ensures accessibility and convenience for learners worldwide.

Alongside our diverse Online Course Catalogue, encompassing 17 major categories, we go the extra mile by providing a plethora of free educational Online Resources like News updates, Blogs , videos, webinars, and interview questions. Tailoring learning experiences further, professionals can maximise value with customisable Course Bundles of TKA .

The Knowledge Academy’s Knowledge Pass , a prepaid voucher, adds another layer of flexibility, allowing course bookings over a 12-month period. Join us on a journey where education knows no bounds.

The Knowledge Academy offers various Change Management Courses , including the Change Management Practitioner Course, Change Management Foundation Training, and Risk Management for Change Training. These courses cater to different skill levels, providing comprehensive insights into Change Management Metrics .

Our Project Management Blogs cover a range of topics related to Change Management, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Project Management skills, The Knowledge Academy's diverse courses and informative blogs have got you covered.

Upcoming Project Management Resources Batches & Dates

Mon 23rd Sep 2024

Mon 7th Oct 2024

Sat 12th Oct 2024, Sun 13th Oct 2024

Mon 21st Oct 2024

Mon 28th Oct 2024

Mon 4th Nov 2024

Sat 9th Nov 2024, Sun 10th Nov 2024

Mon 11th Nov 2024

Mon 18th Nov 2024

Mon 25th Nov 2024

Mon 2nd Dec 2024

Sat 7th Dec 2024, Sun 8th Dec 2024

Mon 9th Dec 2024

Mon 16th Dec 2024

Mon 6th Jan 2025

Mon 13th Jan 2025

Mon 20th Jan 2025

Mon 27th Jan 2025

Mon 3rd Feb 2025

Mon 10th Feb 2025

Mon 17th Feb 2025

Mon 24th Feb 2025

Mon 3rd Mar 2025

Mon 10th Mar 2025

Mon 17th Mar 2025

Mon 24th Mar 2025

Mon 31st Mar 2025

Mon 7th Apr 2025

Mon 28th Apr 2025

Mon 12th May 2025

Mon 19th May 2025

Mon 9th Jun 2025

Mon 23rd Jun 2025

Mon 7th Jul 2025

Mon 21st Jul 2025

Mon 4th Aug 2025

Mon 18th Aug 2025

Mon 1st Sep 2025

Mon 15th Sep 2025

Mon 29th Sep 2025

Mon 13th Oct 2025

Mon 20th Oct 2025

Mon 27th Oct 2025

Mon 3rd Nov 2025

Mon 10th Nov 2025

Mon 17th Nov 2025

Mon 24th Nov 2025

Mon 1st Dec 2025

Mon 8th Dec 2025

Mon 15th Dec 2025

Get A Quote

WHO WILL BE FUNDING THE COURSE?

My employer

By submitting your details you agree to be contacted in order to respond to your enquiry

Business Analysis
Lean Six Sigma Certification

Share this course

Our biggest summer sale.

We cannot process your enquiry without contacting you, please tick to confirm your consent to us for contacting you about your enquiry.

By submitting your details you agree to be contacted in order to respond to your enquiry.

We may not have the course you’re looking for. If you enquire or give us a call on 01344203999 and speak to our training experts, we may still be able to help with your training requirements.

Or select from our popular topics

ITIL® Certification
Scrum Certification
ISO 9001 Certification
Change Management Certification
Microsoft Azure Certification
Microsoft Excel Courses
Explore more courses

Press esc to close

Fill out your contact details below and our training experts will be in touch.

Fill out your contact details below

Thank you for your enquiry!

One of our training experts will be in touch shortly to go over your training requirements.

Back to Course Information

Fill out your contact details below so we can get in touch with you regarding your training requirements.

* WHO WILL BE FUNDING THE COURSE?

Preferred Contact Method

No preference

Back to course information

Fill out your training details below

Fill out your training details below so we have a better idea of what your training requirements are.

HOW MANY DELEGATES NEED TRAINING?

HOW DO YOU WANT THE COURSE DELIVERED?

Online Instructor-led

Online Self-paced

WHEN WOULD YOU LIKE TO TAKE THIS COURSE?

Next 2 - 4 months

WHAT IS YOUR REASON FOR ENQUIRING?

Looking for some information

Looking for a discount

I want to book but have questions

One of our training experts will be in touch shortly to go overy your training requirements.

Your privacy & cookies!

Like many websites we use cookies. We care about your data and experience, so to give you the best possible experience using our site, we store a very limited amount of your data. Continuing to use this site or clicking “Accept & close” means that you agree to our use of cookies. Learn more about our privacy policy and cookie policy cookie policy .

We use cookies that are essential for our site to work. Please visit our cookie policy for more information. To accept all cookies click 'Accept & close'.

SUGGESTED TOPICS
The Magazine
Newsletters
Managing Yourself
Managing Teams
Work-life Balance
The Big Idea
Data & Visuals
Case Selections
HBR Learning
Topic Feeds
Account Settings
Email Preferences

Change management

Competitive strategy
Corporate strategy
Customer strategy
Decision making and problem solving

How Mayo Clinic Got Buy-In for a Plan to Reduce Hospital Stays

David W Larson
October 15, 2019

Artificial Intelligence for the Real World

Thomas H. Davenport
Rajeev Ronanki
From the January–February 2018 Issue

The Missing Ingredient in Kraft Heinz's Restructuring

John P. Kotter
Gaurav Gupta
September 26, 2019

Fixing Health Care from the Inside, Today

Steven Spear
From the September 2005 Issue

How to Avoid the Churn That Comes with Agility

Ron Ashkenas
September 20, 2023

The CEO Who Led a Turnaround Wearing a Helmet

Robert I. Sutton
November 22, 2013

The Toxic Handler: Organizational Hero—and Casualty

Peter J. Frost
Sandra L. Robinson
From the July–August 1999 Issue

Email and Calendar Data Are Helping Firms Understand How Employees Work

Michael L. Tushman
Mary Elizabeth Porray
August 28, 2017

The BlackBerry Can Be Saved

Stuart E. Jackson
April 19, 2012

Companyism and Do More Better

Kenichi Ohmae
From the January–February 1989 Issue

How Leaders Get in the Way of Organizational Change

Ron Carucci
April 30, 2021

How One Hospital Has Succeeded in a World of Bundled Payments

Derek A Haas
Jamie Chang
March 30, 2021

Why Change Programs Don’t Produce Change

Russell Eisenstat
Bert Spector
Michael Beer
From the November–December 1990 Issue

Having Trouble with Your Strategy? Then Map It

Robert S. Kaplan
David P. Norton
From the September–October 2000 Issue

5 Reasons Your Employees Don’t Understand Your Company’s Vision

Sabina Nawaz
September 07, 2021

Change Management Is Becoming Increasingly Data-Driven. Companies Aren't Ready

October 23, 2017

Health Care’s Service Fanatics

James I. Merlino
Ananth Raman
From the May 2013 Issue

Your Company Downsized During the Pandemic. Here's How to Rebuild.

Jonathan Byrnes
March 12, 2021

The Case of the Machinists’ Mutiny

W. Bruce Chew

Leadership and the Psychology of Turnarounds (HBR OnPoint Enhanced Edition)

Rosabeth Moss Kanter
June 01, 2003

BMW AG: The Digital Auto Project (A)

Stefan Thomke
Ashok Nimgade
November 18, 1998

Dream Big Academy Charter School (B)

Liz Livingston Howard
Matthew Shaw
January 01, 2007

IBM and the Reinvention of High School (A): Proving the P-TECH Concept

Ai-Ling Jamila Malone
September 17, 2013

John Smithers at Sigtek

Todd D. Jick
October 05, 1990

Renn Zaphiropoulos

January 01, 1980

United We Thrive: How The Guardian Media Group Returned to the Black

Arnoud De Meyer
July 26, 2020

P&G Japan: The SK-II Globalization Project

Christopher A. Bartlett
March 23, 2003

Foxwoods: Turning Data into Insights in the Hospitality Industry

Lynda M. Applegate
Deborah Soule
February 11, 2010

Peer Feedback At Stress Engineering Services, Inc. (B): Process Design for the 21st Century

Joseph K Kavanaugh
Sanjay Mehta
Donya Brewer
April 01, 2018

Rackspace Hosting in Late 2000

James L. Heskett
W. Earl Sasser Jr.
June 09, 2008

Managing Business Risk of Information Technology

Robert D. Austin
Richard L. Nolan
July 01, 2003

Evolve!: Succeeding in the Digital Culture of Tomorrow

March 01, 2001

The World Economic Forum's Global Leadership Fellows Program

Rakesh Khurana
Eric Baldwin
June 27, 2013

Managing Failure: American Bankruptcy Law at a Crossroads

David A. Moss
Jonathan Lackow
January 03, 2005

New Life: Scaling Up Social Enterprise Start-Ups

Gilbert Wong
Penelope Chan
July 03, 2009

Digital transformation in Swiss public broadcasting (A): Leading & accelerating change at SRF

Jim Pulcrano
Adrian Jaggi
Markus Sandmeier
Susanne Wille
January 16, 2024

Leading Citigroup (A)

Lynn Sharp Paine
Carin-Isabel Knoop
April 18, 2008

Life Stories of Recent MBAs: Coping with Crucibles

Nitin Nohria
Daisy Wademan Dowling
Matthew D. Breitfelder
August 23, 2009

Procter & Gamble: Global Business Services

Thomas J. DeLong
David L. Ager
Warren Brackin
Alex Cabanas
Phil Shellhammer
June 18, 2004

Jack Welch: General Electric's Revolutionary

Joseph L. Bower
October 25, 1993

Case Study: Implementing Change Management in PMO

Incorporating Change Management into IT Project Management Processes within a multi-national wireless communication organisation. We were tasked with developing and implementing a Change Management Strategy & Framework to support the current Project Team with; improving end–user adoption levels, increasing system utilization, involving end-user throughout the project process. To develop a Change Management Blueprint to enable project team members to duplicate a refined Change Managed process across various areas within the organisation. Create Change Management templates, ensuring standardisation of tools used across the teams and providing tools to assess people risks and mitigation, Pre- and post-project awareness, commitment and adoption levels.

IT Leadership: Medium Impact
SBPM: High Impact
Project Managers: High Impact
Business Analysts: Medium Impact
Rest of IT: Low Impact
Initial Change Management Duration: 12 Months
Actual Change Management Duration: 15 Months
Size of Change: Medium Scale
Change Management Resourcing: Senior Change Consultant

The Results

100% Completion of CM strategy & framework, CM blueprint, and CM reporting template
100% Alignment to project management, PMO & governance structures
100% Integration into the POL process (Project Online)
70% Change Management adoption by Project Managers
80% Improvement in project communications over four pillars
7x Project Managers skilled in change management principles
50x Communication sets developed and distributed

The Approach

In implementing this change, it was necessary to understand the current way of working within the EMEA IT Team: Agile (Design for Adoption).

Gain understanding of governance structures within the IT area: Various measurements and systems used.

Incorporating these into a logical Change Management Methodology using a combination of approaches:

Lean Change Management (to align with Agile)
Prosci (including ADKAR)

The following steps were taken to achieve an aligned and knowledgeable team:

Development of Change Management strategy
Alignment of a framework & blueprint
Create and define various templates, assessments and training artefacts to support and enable the team
Articulate and document a benefit & measurement approach
Align approach and outcomes with PMO
Change management reporting templates developed to encompass a high level feedback report

Lessons from the Frontline

IT teams are under great pressure to deliver to their customer – the business. It’s easy to forget about the person at the end of the chain, actually using the new system or following a new process.
IT teams need to evolve in such a way that “People” are as much a focus as a project plan. It is about putting First Things First, and spending time understanding the change, the impact of the change and benefit to the organisation and individuals.
A perfect system can be developed, an adopted system must be earned.

One-Page View

Get in Touch with us.

We are always switched on, and will be in touch shortly.

—Please choose an option— Global Afghanistan Albania Algeria American Samoa Andorra Angola Anguilla Antigua and Barbuda Argentina Armenia Armenia Aruba Australia Austria Azerbaijan Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bonaire Bosnia and Herzegovina Botswana Bouvet Island (Bouvetoya) Brazil British Indian Ocean Territory (Chagos Archipelago) British Virgin Islands Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos (Keeling) Islands Colombia Comoros Congo Congo Cook Islands Costa Rica Cote d'Ivoire Croatia Cuba Curaçao Cyprus Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands (Malvinas) Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and McDonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iran Iraq Ireland Isle of Man Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kazakhstan Kenya Kiribati Korea Korea Kuwait Kyrgyz Republic Lao People's Democratic Republic Latvia Lebanon Lesotho Liberia Libyan Arab Jamahiriya Liechtenstein Lithuania Luxembourg Mexico Macao Macedonia Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Micronesia Moldova Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Islands Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda Saint Barthelemy Saint Helena Saint Kitts and Nevis Saint Lucia Saint Martin Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Singapore Sint Maarten (Netherlands) Slovakia (Slovak Republic) Slovenia Solomon Islands Somalia South Africa South Georgia & S. Sandwich Islands Spain Sri Lanka Sudan Suriname Svalbard & Jan Mayen Islands Swaziland Sweden Switzerland Syrian Arab Republic Taiwan Tajikistan Tanzania Thailand Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkey Turkmenistan Turks and Caicos Islands Tuvalu United Kingdom United States U.S. Virgin Islands U.S. Minor Outlying Islands Uganda Ukraine United Arab Emirates Uruguay Uzbekistan Vanuatu Venezuela Vietnam Wallis and Futuna Western Sahara Yemen Zambia Zimbabwe

—Please choose an option— General Enquiry Change Management Consulting Change Management Software Change Management Training/Learning Change Management Design

Thank you for your enquiry.

We are always switched on, and will be in touch shortly. Our target turnaround time is 24hrs and we operate in the GMT+2 time zone.

Share in Knowledge with us.

Stay up-to-date with our latest article posts!

Thank you for subscribing.

You will now be notified of our latest article posts!

Join our Community of Authors & Contributors.

Are you a change management expert looking for a platform to share your knowledge? Join our community of Thought Leaders today.

—Please choose an option— Article Author Course Author (The Affiliate Programme) Facilitator Key-note Speaker Panel Member Other

Privacy Overview

Change Management

Whether balancing budgets, reorganizing an agency, or implementing social programs, public sector leaders frequently encounter the complexity of change. The teaching cases in this section allow students to discuss outcomes and engage in problem solving in situations where protagonists wish to enact change or must guide their colleagues or constituents through change that is already occurring.

Charting a Course for Boston: Organizing for Change

Publication Date: March 5, 2024

Boston Mayor-elect Michelle Wu was elected on the promise of systemic change. Four days after her November 2021 victory—and just eleven days before taking office—she considered how to get started delivering on her sweeping agenda. Wu...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Epilogue

Publication Date: February 21, 2024

This epilogue accompanies HKS Case 2255.0. A practitioner guide, HKS Case 2255.4, accompanies this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall Practitioner Guide

This practitioner guide accompanies HKS Case 2255.0. An epilogue, HKS Case 2255.1, follows this case. For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville,...

Mayoral Transitions: How Three Mayors Stepped into the Role, in Their Own Words

Publication Date: February 29, 2024

New mayors face distinct challenges as they assume office. In these vignettes depicting three types of mayoral transitions, explore how new leaders can make the most of their first one hundred days by asserting their authority and...

Mayor Curtatone’s Culture of Curiosity: Building Data Capabilities at Somerville City Hall

For sixteen years, longer than any mayor in the city’s history, Mayor Joseph Curtatone has led his hometown of Somerville, Massachusetts. The case begins in January 2020 when the mayor is looking ahead at his recently won,...

Confronting Constraints: Shashi Verma & Transport for London Tackle a Tough Contract Sequel

Publication Date: December 19. 2023

This sequel accompanies HKS Case 2275.0, "Conflicting Constraints: Shashi Verma &Transport for London Tackle a Tough Contract." The case introduces Shashi Verma (MPP 97) in 2006, soon after he has received a plum appointment: Director...

Confronting Constraints: Shashi Verma & Transport for London Tackle a Tough Contract

The case introduces Shashi Verma (MPP 97) in 2006, soon after he has received a plum appointment: Director of Fares and Ticketing for London's super agency, Transport for London. The centerpiece of the agency's ticketing operation was the Oyster...

Shoring Up Child Protection in Massachusetts: Commissioner Spears & the Push to Go Fast

Publication Date: July 13, 2023

In January 2015, when incoming Massachusetts Governor Charlie Baker chose Linda Spears as his new Commissioner of the Department of Children and Families, he was looking for a reformer. Following the grizzly death of a child under DCF...

Evelyn Diop

Publication Date: May 30, 2023

Evelyn is a seasoned nonprofit fundraising professional with roots in the corporate world, who thrives when faced with a strategic challenge. While she had been successfully leading change as a chief development officer (CDO) at...

Confronting the Unequal Toll of Highway Expansion: Oni Blair, LINK Houston, & the Texas I-45 Debate (A)

Publication Date: April 6, 2023

In this political strategy case, Oni K. Blair, newly appointed executive director of a Houston nonprofit advocating for more equitable transportation resources, faces a challenge: how to persuade a Texas state agency to substantially...

Confronting the Unequal Toll of Highway Expansion: Oni Blair, LINK Houston, & the Texas I-45 Debate (B)

Architect, Pilot, Scale, Improve: A Framework and Toolkit for Policy Implementation

Publication Date: May 12, 2021

Successful implementation is essential for achieving policymakers’ goals and must be considered during both design and delivery. The mission of this monograph is to provide you with a framework and set of tools to achieve success. The...

Walmart Change Management Case Study

Change management is an essential aspect of any business that seeks to remain competitive in a dynamic market environment.

Walmart, one of the world’s largest retail giants, has had to navigate through significant changes in the retail industry, including the growth of e-commerce and shifting consumer behaviors.

To maintain its position as a leader in the retail industry, Walmart has had to employ effective change management strategies to adapt to these changes successfully.

This blog post presents a case study of Walmart’s change management efforts, exploring the strategies employed, the results achieved, and the lessons learned.

By understanding Walmart’s approach to change management, businesses can learn valuable lessons and insights to help them navigate through their own organizational changes successfully.

Introduction to Walmart and its significance in the retail industry

Walmart is a multinational retail corporation that operates a chain of discount department stores, grocery stores, and hypermarkets.

Founded in 1962 by Sam Walton, Walmart has grown to become one of the world’s largest retail companies, with over 10,000 stores in 27 countries and employing over two million people globally.

Walmart’s success can be attributed to its focus on providing low-cost products, a wide range of merchandise, and a convenient shopping experience to its customers.

Walmart’s innovative business strategies, such as its use of technology and supply chain management, have significantly impacted the retail industry, driving competitors to adopt similar approaches to remain competitive.

Walmart’s success has made it a significant player in the retail industry, with its strategies being studied and emulated by businesses around the world

History of Walmart’s growth and success

Walmart’s growth and success can be traced back to its founder, Sam Walton, who had a vision of creating a retail store that offered low prices to customers.

Walton opened his first store in Rogers, Arkansas, in 1962, which quickly became popular due to its low prices and convenient location.

In the following years, Walmart expanded rapidly, opening more stores across the United States and becoming a publicly traded company in 1972.

Throughout the 1980s and 1990s, Walmart continued to grow, opening new stores and expanding into new markets.

Walmart’s success was due, in part, to its innovative business strategies, such as its use of technology to manage inventory and supply chain operations, as well as its focus on providing low-cost products to customers.

Walmart’s efficient operations and ability to negotiate lower prices with suppliers allowed the company to offer products at a lower cost than its competitors.

By the 2000s, Walmart had become a global retail giant, with stores in multiple countries and a significant impact on the retail industry.

Despite facing criticism over its labor practices and impact on small businesses, Walmart’s focus on low prices and convenience to customers continued to make it a popular choice for shoppers.

Today, Walmart remains one of the largest and most successful retailers in the world, with a significant presence in the retail industry.

Overview of Walmart’s organizational structure and culture

Walmart has a hierarchical organizational structure, with a clear chain of command and multiple levels of management.

At the top of the hierarchy is the CEO, followed by executive vice presidents, senior vice presidents, and vice presidents.

Each level of management is responsible for overseeing specific areas of the company’s operations, with clear lines of authority and responsibility.

Walmart’s culture is focused on providing low-cost products to customers and delivering a convenient shopping experience.

The company values efficiency, innovation, and collaboration, and encourages employees to take ownership of their work and contribute to the company’s success.

Walmart’s culture is also characterized by its emphasis on customer service, with employees trained to prioritize the needs of customers and ensure they have a positive shopping experience.

Walmart’s culture has been shaped by its founder, Sam Walton, who believed in empowering employees and giving them the resources they needed to succeed.

This approach has been reflected in the company’s employee policies, such as its emphasis on training and development programs, as well as its commitment to offering competitive wages and benefits to its workers.

Need for Change Management at Walmart

The retail industry has undergone significant changes in recent years, with the growth of e-commerce, shifting consumer behaviors, and increased competition.

To remain competitive in this dynamic environment, businesses need to be agile and adaptable, constantly evolving their strategies to meet changing customer needs and market conditions.

For Walmart, this has meant the need for effective change management strategies to remain competitive.

One of the main challenges facing Walmart has been the growth of e-commerce, with online retailers such as Amazon disrupting the traditional brick-and-mortar retail model.

To compete in this new environment, Walmart has had to invest heavily in its e-commerce capabilities, including expanding its online product offerings and improving its supply chain operations.

Walmart’s change management strategies have included acquiring online retailers, such as Jet.com and Bonobos, and investing in its own e-commerce platform to better compete with Amazon and other online retailers.

Another challenge facing Walmart has been shifting consumer behaviors, with customers demanding more convenience and personalized experiences.

Walmart has responded by investing in its mobile app, offering online grocery pickup and delivery services, and improving its in-store experience through the use of technology such as self-checkout machines and interactive displays.

These changes have required effective change management strategies, including employee training programs and leadership support, to ensure successful implementation and adoption.

How did Walmart manage changes?

Walmart’s response to the need for change has been largely successful, with the company implementing a range of strategies to remain competitive in a rapidly changing retail environment.

Here are three examples of Walmart’s successful responses to the need for change:

1. Expansion of E-commerce capabilities

Walmart recognized the need to improve its online presence to compete with e-commerce giants like Amazon. To achieve this, Walmart acquired online retailer Jet.com and other e-commerce companies, and invested in its own online platform. These moves have helped Walmart significantly improve its online offerings, including its product selection and delivery options.

Walmart has leveraged its physical stores to offer convenient options like online grocery pickup and delivery, which has helped attract customers looking for a blend of online and offline shopping experiences.

Walmart’s investments in e-commerce have paid off, with its online sales increasing by 79% in Q2 2020, driven in part by the COVID-19 pandemic and increased demand for online shopping.

2. Focus on Sustainability

Walmart has recognized the importance of sustainability and environmental responsibility in its operations. The company has implemented a range of initiatives to reduce waste, lower carbon emissions, and promote sustainable practices across its operations. These initiatives include reducing plastic waste, investing in renewable energy, and sourcing more sustainable products.

Walmart’s sustainability efforts have not only helped the environment but have also resonated with customers who are increasingly conscious of the impact of their purchases. Walmart’s focus on sustainability has also helped the company reduce costs and improve efficiency, which has contributed to its bottom line.

3. Embracing Digital Transformation

Walmart has been at the forefront of using technology to improve its operations and customer experience. The company has invested in technologies such as robotics, artificial intelligence, and data analytics to improve its supply chain operations and enhance its in-store experience.

For example, Walmart has implemented autonomous robots in its stores to help with tasks like restocking shelves and cleaning floors, which has helped free up employees to focus on customer service. Additionally, Walmart has leveraged data analytics to better understand customer behavior and personalize its offerings, such as offering tailored product recommendations to shoppers.

Two Factors that explained the successful implementation of Walmart change management

Walmart’s successful implementation of changes has been driven by a combination of strong leadership, employee engagement, and embracing new technology.

By leveraging these factors, Walmart has been able to adapt to changing market conditions and remain competitive in a rapidly evolving retail industry.

But the two most crucial factors behind the successful change management at Walmart are as follows:

Data-Driven Decision Making

Walmart has leveraged data analytics to make more informed and strategic decisions. By collecting and analyzing data on customer behavior, supply chain operations, and other key metrics, Walmart has been able to identify areas for improvement and make data-driven decisions about where to invest resources. This has helped Walmart prioritize its efforts and ensure that it is focusing on the initiatives that will have the greatest impact on its business

Focus on Customer Experience

Walmart has made a concerted effort to prioritize the customer experience in its change management efforts. For example, the company has invested in technologies like data analytics and artificial intelligence to better understand customer behavior and preferences, and has used this information to tailor its offerings to individual customers.

05 Lessons Learned from Walmart successful implementation of change management

Here are five lessons that can be learned from Walmart’s successful change management efforts

Emphasize strong leadership: Strong leadership is critical to the success of any change management effort. Walmart’s leadership was instrumental in driving the company’s change management efforts and ensuring that everyone was aligned with the company’s strategic goals.
Engage employees: Engaging employees in the change management process is essential to building a resilient and adaptable workforce. Walmart invested heavily in employee training and encouraged workers to take ownership of their work, which helped foster a culture of innovation and adaptability.
Leverage data analytics: Data analytics can provide valuable insights into customer behavior and other key metrics, which can help identify areas for improvement and guide strategic decision-making.
Be flexible and agile: Flexibility and agility are critical to adapting to changing market conditions. Walmart was able to stay ahead of the curve by quickly adapting its operations to meet changing customer needs and preferences.
Prioritize the customer experience: Prioritizing the customer experience is essential to building loyalty and driving sales. Walmart made a concerted effort to tailor its offerings to individual customers and invested in initiatives like online grocery pickup and delivery to make shopping more convenient and efficient

Final Words

Walmart’s successful change management efforts provide valuable insights into how organizations can adapt to changing market conditions and remain competitive. By prioritizing strong leadership, employee engagement, data analytics, flexibility and agility, and the customer experience, Walmart was able to successfully implement changes that helped the company stay ahead of the curve.

As the retail industry continues to evolve, Walmart’s example serves as a reminder of the importance of remaining adaptable and open to change. By embracing new technologies, investing in employee training, and prioritizing the customer experience, organizations can position themselves for success in an ever-changing marketplace.

About The Author

Tahir Abbas

5 Levers of Change Management – How to Use it?

Examples of Key messages in crisis communication plan

Key Messages in a Crisis Communication Plan – Examples

Power and Politics in the Workplace – Explained

Change Management: Results With and Without. A Case Study.

22 February 2022 Same change, same time, two different approaches, widely different outcomes. Article written by Nelly Tire and Vincent Piedboeuf

Prosci Europe's case studies offer practical insights for organisations wishing to make changes that stick.

Executive Summary

Why should I read? To get a real-life example of what can happen without a structured approach to managing the change. We uncover the difference in outcome between two organisations seeking to deploy the same technological solution to a recurrent and common issue in the personal care service sector.

Highlights:

In one case, the implementation phase proved much longer than expected. Only half of the staff was or stayed on board. The gulf between the target set and the number of people proficiently using the change kept widening every day.
The second case shows adoption and utilisation rates close to 88%. A clear CM plan with actionable strategies delivered expected results on time.
For a complete overview of what a successful CM plan looks like, please see Keys to application.

Background

Year – 2021.

Sector – Personal Care Services.

Who – Two non-profit organisations offering social services such as childcare, home nursing, special assistance to vulnerable people, heavy-duty housework, etc.

What – In a nutshell, outdated paper-based management and monitoring systems generate errors, poor responsiveness, and late payments while also causing the organisations and the sector to miss out on new opportunities. The new "Mobile Teleprocessing System" attempts to leverage technology to optimise the provision of existing and future services.

Type of change – See below.

The challenge (why the change?)

Baseline. Managing and controlling provided services happens through a two-fold mechanism of phone check-in used by staff members in the home of users (elderly, physically- challenged people, etc.) and paper-form shift sheets subsequently signed by users (date of the month, number of hours).

Internal reasons to change. Both entities sought to provide practical solutions to recurrent problems reported by frontline employees/account services. Climbing on the train of digitisation was also expected to raise the sector's attractiveness. More specifically, both associations faced the following issues:

The excessive shift sheet volume led to repeated data processing and validation delays, pushing back invoicing and wage payments to 15 days the following month.
Frontline employees (caretakers) found it challenging to check-in using the user's phone landline .
There were problems managing shift sheets/forms , sometimes signed by disabled or vulnerable people (users), by staff members themselves, when not simply lost.

External reasons to change. The availability of game-changing technological solutions, which could also respond to concerns related to funding, turned the change into a pressing issue. The mix of specific requirements and opportunities included:

system loopholes – the phone clocking in/out mechanism could only be used for some services.
technological developments and new apps designed to smooth out the problems of bureaucracy and speed up data exchange.
requests from funders to better control the use of resources allocated to the associations and allow real-time communication with home care services.

The solution

This set of external and internal drivers led to "Mobile Teleprocessing" project. The overarching element of the action plan was the switch from the aforementioned "point system" (fixed phone system and shift sheets) to the use of a particular app running on a professional smartphone and connected in real-time with the all-in-one software for planning/accountancy . This advanced solution could also help manage instant alerts in case of a change in the internal working schedule. Sending off invoices would be just one click away. Other apps responding to specific health and care issues were also under consideration.

Expected benefits ranged from shortening processing times and reducing errors when logging data to improving communication with frontline employees and funders.

Keys to application – 1st case

Highlight: The first organisation implemented the solution within one month, impacting 500 employees. The plan was based upon Prosci's best practices and ADKAR model for individual change. Here is an overview of the main items:

a. Sponsorship, the face of change.

Active and visible sponsorship throughout the whole duration of the project is the number-one success factor of any change initiative. In this case, the Director-General was designated as the primary sponsor. Beyond its involvement in the early phases, he was provided with data fresh from the field to remind people of the rules and communicate results.

b. Bringing in Change Management resources.

The association allocated resources to CM, setting up a dedicated team with a change practitioner and a network of change agents.

c. Evaluating impact.

The organisation identified the groups impacted by the change (frontline employees, team leaders, accounting services) to prepare targeted training sessions.

d. Creating Awareness and Desire.

Before moving any further along the change journey, the association communicated extensively around the project and the strategic reasons underpinning it. They proceeded to:

Convene and conduct a meeting to introduce the project and CM plan to team leaders and super-users.
Get executives and team leaders actively involved with CM and fully committed to the process.
Circulate a promotional film featuring the change and its rationale, along with footage of an employee using the new tool.
Disseminating information on the intranet to communicate with frontline staff (caretakers operating in users' homes)
Send mail communications to present the "Mobile Teleprocessing" project to users and employees.

e. Building Knowledge and Ability.

After completing the impact analysis and conducting preliminary campaigns to raise awareness and desire, the organisation started to prepare the people for the change. They did so by:

Delivering 21 training sessions to 500 collaborators
Choosing instructors among expert users
Designing high-quality training materials, with a strong focus on user-friendliness (practical exercises, quizzes, appropriate evaluation forms, ….)
Systematically collecting and analysing feedback to improve materials
Creating FAQs on the intranet
Uploading Video tutorials on the association website
Developing memos for teams on specific topics
At the end of the project, team leaders took over the role of instructors for new employees entering the application.

f. Reinforcing.

To ensure long-lasting results and effective use of the phone and app, the association proceeded to:

Collect info on clocking in/out processes and the remaining volume of shift sheets.
Hold a special briefing on results, including a quick review/reminder of the rules (main sponsor).
Diffuse reminders on the intranet.
Issue warning letters to people tricking the system by logging incorrect data, holding multiple broken phones, or repeatedly losing them.

Keys to application – 2 nd case

Highlight : The size of the change was even more significant in the second case, impacting about 800 employees. The expected time for completion was one month and a half. But unlike its counterpart, this association did not implement any structured Change Management plan. Team leaders viewed the technical solution as an easy fix.

Items : Team leaders were tasked with demonstrating how the application worked, with the following consequences:

Employees complained that they received poor guidance and struggled to use the phone or the application.
Employees perceived the new tool as a "policing instrument."
The roll-out proved difficult, triggering resistance among staff and causing the training modules to be delivered late.

Results and Takeaways

Clear differences in outcomes show the importance of adopting a structured approach to managing the change. The implementation lasted one month without any significant setback in the first case . Not only did this association meet the deadline. Adoption and utilisation rates after four months were close to 88% . In contrast , implementation suffered from major delays in the second case . While leaders had planned on a one-month and a half roll-out, deployment was only complete after six months. Moreover, adoption and utilisation rates proved grossly insufficient , with a more modest 50%.

If all the above-described Change Management items account for what did go well in the first case, what went wrong in the second one?

A common mistake is to jump right into equipping the people without raising A wareness and creating D esire. This second case study clearly illustrates the consequences of not laying the foundations for the change. Omitting this part led to early resistances, crystallizing without any strategy or capacity to mitigate them. The new system was seen as a policing maneuver of sorts.

Furthermore, there was no attempt to create engaging training materials, leaving team leaders without a clear roadmap or tools to deliver K nowledge. Frontline employees lamented the lack of information or guidance. Issues with the phone connection in some rural regions also meant that employees were unable ( A bility) to use the solution. The new system, first seen as a quick fix, created distrust, and with nothing being done, the snowball effect sat in.

Change cannot be left to chance.

Check out our resources to learn more about Change Management and stay updated!

PROSCI Methodology in action

PROSCI's impact analysis provides a very accurate overview of the kind of change involved. The following "radar graphs" identify how the project "Mobile Teleprocessing" affects the three main target groups: Area Managers, Domestic Helpers, and Accounting Services. Most dimensions are self-explanatory [1] , but let's point out that processes , systems , tools, and critical behaviours – heavily emphasised in this case study – refer to:

the "action steps to achieve a defined outcome" ( processes ), or how the provision of care services will be managed and monitored from this point on.
the "combination of people and automated application" necessary to meet a set of goals ( systems ), in this case, all stakeholders and what is expected from them in terms of promoting, showcasing, and or being able to use the new "Mobile Teleprocessing" system.
"an item used for a specific purpose" ( tools ), that is, a professional phone and related app to clock out, report, or log other relevant information.
"a specific response to a stimulus" ( critical behaviours ), in this example, the consistent and proficient use of the professional phone and app.

[1] PROSCI's change impact model offers a robust framework to define the change along 10 dimensions that may impact people involved. These dimensions or areas typically include Processes (1), Systems (2), Tools (3), Professional Roles (4), Critical Behaviours (5), Mindset/Attitudes/Belief (6), Reporting Structure (7), Performance Review (8), Compensation (9), Location (10). To learn more: https://www.prosci.com/blog/defining-change-impact

After having managed a large number of changes in a wide range of business sectors, Vincent Piedboeuf dedicates his time helping managers to optimise their return on investment through effective integration of the people side in their change projects. He is one of the most active Change Management instructors and certifies hundreds of people in Prosci methodology every year.

Nelly Tire and Vincent Piedboeuf

Do you want to learn more?

Know more about Change Management

Learn the foundations of Change Management

Replay our Webinars

Be in the know.

Join the community to receive the latest articles on Change Management, upcoming events and exclusive newsletter.

We guarantee 100% privacy. Your personal details will not be shared to third party partners.

Join the community to receive the latest thought change management articles, upcoming events and exclusive newsletter

By completing and submitting this form, I authorize the use of my data for being informed of Prosci Europe upcoming events, and gaining access to useful materials tailored to my specific needs. For further information regarding the processing of your personal data or your rights on your personal data, please refer to our Privacy Policy .

Don't ask me anymore

We’ll get back to you soon.