{"686480":{"#nid":"686480","#data":{"type":"news","title":"Why Change Management Remains the \u201cSays Easy, Does Hard\u201d Skill Every Supply Chain Leader Must Master","body":[{"value":"\u003Cp\u003E\u003Cem\u003EBy Chris Gaffney, Managing Director, Georgia Tech Supply Chain and Logistics Institute | Supply Chain Advisor | Former Executive at Frito-Lay, AJC International, and Coca-Cola\u003C\/em\u003E\u003C\/p\u003E\u003Cp\u003EIn today\u0027s supply chain environment, the pace and scale of change are no longer episodic \u2014 they are constant. Network redesigns, automation investments, digital transformation, new product and business models, shifting customer expectations, cost pressure, and talent dynamics all converge at once.\u0026nbsp;\u003C\/p\u003E\u003Cp\u003EHere is the most direct insight I can offer \u2014 and one I have come to believe deeply through experience:\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003E\u201cIf you want your organization, automation, or Digital\/AI investments to pay off, change management is not optional. It is the highest-leverage point of failure or success.\u201d\u003C\/strong\u003E\u003C\/p\u003E\u003Cp\u003EDespite decades of innovation, the uncomfortable truth is that most large-scale supply chain transformations still fall short. According to a recent Bain survey, 70% of major transformations fail to meet their objectives \u2014 a number that has remained stubbornly consistent over time. The reasons vary, but the most common root cause is not the technology \u2014 it\u2019s the people side of the change.\u003C\/p\u003E\u003Cp\u003EThis is why change management must be treated as a leadership discipline at the center of supply chain excellence. And it is why this topic continues to rise in conversations I have with industry partners, consulting clients, and the students entering the field.\u0026nbsp;\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EWhere I First Learned the Power of Change Leadership\u0026nbsp;\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003EThis isn\u2019t an abstract subject for me \u2014 it is something I experienced in my career. When I worked at The Coca-Cola Company, the business went through multiple waves of transformation over a 10\u201315 year period: acquisitions and integrations, major information-system deployments, shifts in the beverage portfolio, and cultural changes as carbonated soft drink growth slowed.\u003C\/p\u003E\u003Cp\u003EAs the company diversified into new beverage categories, the economics shifted and productivity expectations rose. The technical challenges were significant, but what stood out to me was this:\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003E\u201cThe difference between transformations that succeeded and those that stalled was how effectively people were brought into the change \u2014 how well they understood it, aligned with it, and adapted to it.\u201d\u003C\/strong\u003E\u003C\/p\u003E\u003Cp\u003EStrong technical designs struggled if people weren\u2019t aligned. But \u201cgood enough\u201d solutions thrived when the organization invested in communication, role clarity, and capability-building.\u003C\/p\u003E\u003Cp\u003ELater in my career, during my time as President of Coca-Cola Supply, we made one of the most durable leadership investments I\u2019ve ever seen: certifying the entire organization in the Coca-Cola change model. Many of those leaders still apply the same principles today \u2014 15 to 20 years later \u2014 because the skills became part of how they led, not something they had to remember.\u003C\/p\u003E\u003Cp\u003EThat experience shaped how I see change leadership today.\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EWhat Today\u2019s Supply Chain Landscape Is Telling Us\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003EAcross industries \u2014 and especially across complex supply chains \u2014 the same patterns repeat.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003EWMS and automation vendors\u003C\/strong\u003E now budget change management into implementation plans. They\u2019ve learned that even well-designed systems fail if associates fear job loss or can\u2019t visualize the \u201cafter\u201d state of their work.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003EConsulting firms\u003C\/strong\u003E see adoption challenges as the biggest barrier to client success. A firm we taught recently added change management to their executive education curriculum because their teams saw change gaps in almost every engagement. Months later, that module remains the highest-value part of the course.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003ENetwork design firms\u003C\/strong\u003E observe cultural resistance across geographies. Even optimized solutions don\u2019t transfer cleanly from one region to another. Culture, norms, and expectations matter \u2014 often more than the math.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003ERobotics and automation projects\u003C\/strong\u003E fail for people reasons, not engineering reasons. At the recent RoboGeorgia Forum, the keynote emphasized that a surprising percentage of large automation investments fail because of unclear roles, resistance, weak communication, and fear \u2014 not limitations in the technology.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003EAI adoption mirrors these challenges\u003C\/strong\u003E. According to a recent McKinsey Global AI survey, only one-third say they are scaling AI enterprise-wide, and just 39% report measurable EBIT impact. The survey reinforces that even when technology works, the real barrier is organizational readiness \u2014 leadership alignment, redesigned processes, clear governance, and a reskilled workforce \u2014 not model performance.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003EThere is also strong evidence showing that when change leadership is done well, project outcomes dramatically improve\u003C\/strong\u003E. In a benchmarking study of more than 2,600 initiatives, Prosci found that \u003Cstrong\u003E88% of projects with excellent change management met or exceeded their objectives, compared with only 13% of those with poor change management\u003C\/strong\u003E. Projects with excellent change management were also 5 times more likely to stay on or ahead of schedule and 1.5 times more likely to stay on or under budget. These findings reinforce a simple truth: effective change leadership is directly correlated with higher performance, better adoption, and faster time to value.\u003C\/p\u003E\u003Cp\u003EPut simply:\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003E\u201cTechnical innovation moves faster than organizational adoption \u2014 and the gap costs time, money, and credibility.\u201d\u003C\/strong\u003E\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EWhy We Still Struggle With Change, Even Though We \u201cKnow Better\u201d\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003EHere\u0027s where a critical-thinking lens helps:\u003C\/p\u003E\u003Cul\u003E\u003Cli\u003EWe have 50 years of research on how change works.\u003C\/li\u003E\u003Cli\u003EWe have widely used models.\u003C\/li\u003E\u003Cli\u003EWe have entire consulting practices devoted to change.\u003C\/li\u003E\u003Cli\u003EAnd most leaders have lived through multiple transformations.\u003C\/li\u003E\u003C\/ul\u003E\u003Cp\u003ESo why does the gap persist?\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003ELeaders confuse technical readiness with organizational readiness\u003C\/strong\u003E. A strong design doesn\u2019t guarantee strong adoption.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003ESelf-interest is underestimated\u003C\/strong\u003E. Logic rarely moves people. Personal impact does.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003EUrgency pressures force shortcuts\u003C\/strong\u003E. Go-live dates push leaders to cut corners on communication, training, and role clarity \u2014 the exact things that prevent failure.\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003ELeaders assume operations teams \u201cwill adjust.\u201d\u003C\/strong\u003E This is the most common miscalculation. Operational excellence does not automatically translate to change readiness.\u003C\/p\u003E\u003Cp\u003EThese points explain the paradox: even experienced leaders underestimate the work of leading people through change.\u0026nbsp;\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EThe Two Leading Change Management Models: Kotter and ADKAR\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003EDozens of frameworks exist, but two stand clearly above the rest in terms of use, validation, and practical effectiveness in modern supply chain and technology environments: Kotter\u2019s 8-Step Process and the Prosci ADKAR model.\u003C\/p\u003E\u003Cp\u003EFrameworks like \u003Ca href=\u0022https:\/\/www.kotterinc.com\/methodology\/8-steps\u0022\u003E\u003Cstrong\u003EKotter\u003C\/strong\u003E\u003C\/a\u003E and \u003Ca href=\u0022https:\/\/www.prosci.com\/methodology\/adkar\u0022\u003EADKAR\u003C\/a\u003E are powerful, but they don\u0027t replace judgment. Real change leadership requires applying these tools with situational awareness, not following them mechanically.\u003C\/p\u003E\u003Ch4\u003E\u003Cstrong\u003EKotter\u2019s 8 Steps focus on organization-wide transformation:\u003C\/strong\u003E\u003C\/h4\u003E\u003Col\u003E\u003Cli\u003E\u003Cstrong\u003ECreate a sense of urgency:\u003C\/strong\u003E Show why change is necessary and the potential consequences of not changing.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EBuild a guiding coalition:\u003C\/strong\u003E Assemble a team with enough power and influence to lead the change effort and encourage teamwork.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EForm a strategic vision:\u003C\/strong\u003E Develop a clear vision for the future and strategies to achieve it, making it clear how things will be different.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003ECommunicate the change vision:\u003C\/strong\u003E Widely and often communicate the vision to get buy-in and inspire action from others.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EEmpower broad-based action:\u003C\/strong\u003E Remove obstacles and barriers, such as outdated processes or resistant individuals, to enable employees to act on the vision.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EGenerate short-term wins:\u003C\/strong\u003E Plan for and celebrate early successes to build momentum and prove that progress is being made.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EConsolidate gains and build on the change:\u003C\/strong\u003E Use the credibility from initial wins to tackle larger, more complex changes, and don\u0027t declare victory too early.\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EAnchor new approaches in the culture:\u003C\/strong\u003E Reinforce the new behaviors, processes, and practices until they become a permanent part of the organization\u0027s culture.\u0026nbsp;\u003C\/li\u003E\u003C\/ol\u003E\u003Ch4\u003E\u003Cstrong\u003EADKAR focuses on individual adoption:\u003C\/strong\u003E\u003C\/h4\u003E\u003Cul\u003E\u003Cli\u003E\u003Cstrong\u003EAwareness \u0026nbsp;\u003C\/strong\u003E\u2013 Of the need for change\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EDesire \u003C\/strong\u003E\u2013 To Participate and support the change\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EKnowledge \u0026nbsp;\u003C\/strong\u003E\u2013 On how to change\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EAbility \u0026nbsp;\u003C\/strong\u003E\u2013 To implement required skills and behaviors\u003C\/li\u003E\u003Cli\u003E\u003Cstrong\u003EReinforcement \u003C\/strong\u003E\u2013 To sustain the change\u003C\/li\u003E\u003C\/ul\u003E\u003Cp\u003E\u003Cstrong\u003EThe synthesis:\u0026nbsp;\u003C\/strong\u003E\u003Cbr\u003EKotter shows leaders how to orchestrate change.\u0026nbsp;\u003Cbr\u003EADKAR shows leaders how to scale it through people.\u0026nbsp;\u003Cbr\u003ESupply chain leaders benefit from understanding both.\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EWhat Supply Chain Leaders Can Do on Monday\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003EA practical call to action for building your own change leadership muscle:\u003C\/p\u003E\u003Ch4\u003E\u003Cstrong\u003E1. Run a 15-minute clarity check with your team.\u003C\/strong\u003E\u003C\/h4\u003E\u003Cp\u003E\u003Cstrong\u003EAsk:\u003C\/strong\u003E\u003C\/p\u003E\u003Cul\u003E\u003Cli\u003EWhat change is coming?\u003C\/li\u003E\u003Cli\u003EWhy is it happening?\u003C\/li\u003E\u003Cli\u003EWho will feel it most?\u003C\/li\u003E\u003Cli\u003EWhat might they fear losing?\u003C\/li\u003E\u003C\/ul\u003E\u003Ch4\u003E\u003Cstrong\u003E2. Identify the two individuals most affected by the change.\u003C\/strong\u003E\u003C\/h4\u003E\u003Cp\u003E\u003Cstrong\u003EAsk:\u003C\/strong\u003E\u003C\/p\u003E\u003Cul\u003E\u003Cli\u003EWhat will their new day actually look like?\u003C\/li\u003E\u003Cli\u003EWhat one action can support them?\u003C\/li\u003E\u003C\/ul\u003E\u003Ch4\u003E\u003Cstrong\u003E3. Choose one communication habit and make it consistent.\u003C\/strong\u003E\u003C\/h4\u003E\u003Cp\u003E\u003Cstrong\u003EOptions include\u003C\/strong\u003E:\u003C\/p\u003E\u003Cul\u003E\u003Cli\u003EA Friday \u201cWhat\u2019s coming next\u201d email\u003C\/li\u003E\u003Cli\u003EA weekly dashboard\u003C\/li\u003E\u003Cli\u003EA Monday 10-minute huddle\u003C\/li\u003E\u003C\/ul\u003E\u003Ch4\u003E\u003Cstrong\u003E4. Map one current project against Kotter or ADKAR.\u003C\/strong\u003E\u003C\/h4\u003E\u003Cul\u003E\u003Cli\u003EPick a project already underway.\u003C\/li\u003E\u003Cli\u003EIdentify the missing step.\u003C\/li\u003E\u003Cli\u003EStrengthen it.\u003C\/li\u003E\u003C\/ul\u003E\u003Ch4\u003E\u003Cstrong\u003E5. Model the behaviors you want to see.\u003C\/strong\u003E\u003C\/h4\u003E\u003Cul\u003E\u003Cli\u003EBe the first adopter.\u003C\/li\u003E\u003Cli\u003EBe transparent.\u003C\/li\u003E\u003Cli\u003EBe steady.\u003C\/li\u003E\u003C\/ul\u003E\u003Ch3\u003E\u003Cstrong\u003EA Personal Reflection (Full Circle\u003C\/strong\u003E)\u003C\/h3\u003E\u003Cp\u003ELooking back at my time at Coca-Cola Supply, the decision to certify the entire organization in change leadership stands out as one of the smartest investments we made. It gave us a shared language and a shared discipline for supporting people through transformation.\u003C\/p\u003E\u003Cp\u003EFifteen to twenty years later, I still see those leaders applying those principles instinctively. That\u2019s what happens when change management becomes part of a leadership culture \u2014 a natural reflex, not a task.\u003C\/p\u003E\u003Cp\u003EMy hope is that every supply chain professional, whether student or senior leader, will build this capability. Because:\u003C\/p\u003E\u003Cp\u003E\u003Cstrong\u003E\u201cTechnology will keep evolving. People will remain the center of every transformation.\u201d\u003C\/strong\u003E\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EFinal Thought: \u201cSays Easy, Does Hard\u201d \u2014 But Always Worth It\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003ESupply chains do not succeed because of perfect plans or flawless systems. They succeed because the people who operate them understand the change, believe in it, and are supported through it.\u003C\/p\u003E\u003Cp\u003EThis is a muscle worth building. And it\u2019s one that lasts.\u003C\/p\u003E\u003Ch3\u003E\u003Cstrong\u003EIf You Need Support \u2014 We\u2019re Here to Help\u003C\/strong\u003E\u003C\/h3\u003E\u003Cp\u003EIf your organization is navigating a transformation and wants support building these capabilities, \u003Cstrong\u003Eplease reach out to us at the Georgia Tech Supply Chain and Logistics Institute (SCL)\u003C\/strong\u003E. We are actively working with companies across Georgia and beyond, sharing what we\u2019ve learned and offering short, practical workshops on change leadership for supply chain teams. We\u2019re always happy to help organizations strengthen this essential muscle.\u003C\/p\u003E","summary":"","format":"limited_html"}],"field_subtitle":"","field_summary":[{"value":"\u003Cp\u003EChange management is identified as the most critical skill for supply chain leaders to master, especially amid constant transformations driven by automation, digitalization, and evolving business models. Despite technological advances, \u003Cstrong\u003E70% of major supply chain transformations fail\u003C\/strong\u003E, primarily due to challenges on the people side rather than technology itself. Effective change leadership significantly improves project success rates, adoption, and time to value.\u003C\/p\u003E","format":"limited_html"}],"field_summary_sentence":[{"value":"Despite technological advances, 70% of major supply chain transformations fail, primarily due to challenges on the people side rather than technology itself."}],"uid":"27233","created_gmt":"2025-11-17 16:00:28","changed_gmt":"2025-11-21 15:53:17","author":"Andy Haleblian","boilerplate_text":"","field_publication":"","field_article_url":"","location":"Atlanta, GA","dateline":{"date":"2025-11-21T00:00:00-05:00","iso_date":"2025-11-21T00:00:00-05:00","tz":"America\/New_York"},"extras":[],"hg_media":{"678695":{"id":"678695","type":"image","title":"Why Change Management Remains the \u201cSays Easy, Does Hard\u201d Skill Every Supply Chain Leader Must Master","body":null,"created":"1763738951","gmt_created":"2025-11-21 15:29:11","changed":"1763740913","gmt_changed":"2025-11-21 16:01:53","alt":"Illustration showing executive in suit rolling gear with effort in front of members of business team who appear confused.","file":{"fid":"262759","name":"spotlight-ChangeMgmt.jpg","image_path":"\/sites\/default\/files\/2025\/11\/21\/spotlight-ChangeMgmt.jpg","image_full_path":"http:\/\/hg.gatech.edu\/\/sites\/default\/files\/2025\/11\/21\/spotlight-ChangeMgmt.jpg","mime":"image\/jpeg","size":147478,"path_740":"http:\/\/hg.gatech.edu\/sites\/default\/files\/styles\/740xx_scale\/public\/2025\/11\/21\/spotlight-ChangeMgmt.jpg?itok=gMgdH_h4"}},"674087":{"id":"674087","type":"image","title":"Chris Gaffney","body":"\u003Cp\u003EChris Gaffney\u003C\/p\u003E","created":"1717067903","gmt_created":"2024-05-30 11:18:23","changed":"1771883375","gmt_changed":"2026-02-23 21:49:35","alt":"Chris Gaffney, Managing Director, Georgia Tech Supply Chain and Logistics Institute","file":{"fid":"257557","name":"chris-gaffney_scl.jpg","image_path":"\/sites\/default\/files\/2024\/05\/30\/chris-gaffney_scl.jpg","image_full_path":"http:\/\/hg.gatech.edu\/\/sites\/default\/files\/2024\/05\/30\/chris-gaffney_scl.jpg","mime":"image\/jpeg","size":129544,"path_740":"http:\/\/hg.gatech.edu\/sites\/default\/files\/styles\/740xx_scale\/public\/2024\/05\/30\/chris-gaffney_scl.jpg?itok=_M0fOBTF"}}},"media_ids":["678695","674087"],"related_links":[{"url":"https:\/\/www.scl.gatech.edu\/news-events\/newsletters","title":"View past SCL newsletters and join our mailing list"},{"url":"https:\/\/www.scl.gatech.edu\/","title":"Georgia Tech Supply Chain and Logistics Institute"}],"groups":[{"id":"1250","name":"Center for Health and Humanitarian Systems (CHHS)"},{"id":"1242","name":"School of Industrial and Systems Engineering (ISYE)"},{"id":"1243","name":"The Supply Chain and Logistics Institute (SCL)"}],"categories":[{"id":"194606","name":"Artificial Intelligence"},{"id":"42911","name":"Education"},{"id":"145","name":"Engineering"}],"keywords":[{"id":"2556","name":"artificial intelligence"},{"id":"194489","name":"scl-spot"},{"id":"167074","name":"Supply Chain"},{"id":"186857","name":"go-gtmi"}],"core_research_areas":[{"id":"39461","name":"Manufacturing, Trade, and Logistics"}],"news_room_topics":[],"event_categories":[],"invited_audience":[],"affiliations":[],"classification":[],"areas_of_expertise":[],"news_and_recent_appearances":[],"phone":[],"contact":[],"email":["info@scl.gatech.edu"],"slides":[],"orientation":[],"userdata":""}}}