In this article
This series of five articles has been produced to support people working in the creative and cultural sectors to deliver digital projects effectively. The articles are accompanied by a practical workbook to support the process.
Digital projects don’t end when a new website goes live or a new system is installed. In many ways, that’s when the real work begins.
For a digital project to succeed, people need to feel confident using it. They need to understand why the change is happening, how it will help them, and where to go if they need support. This is what change management is all about.
Whether you’re introducing a new CRM, launching a digital asset management system or changing the way your team creates content, the success of your project depends as much on people as it does on technology.
New technology can solve problems and create opportunities… but only if people use it.
It’s natural for people to have questions or concerns when ways of working change. They may be worried about learning a new system, unsure how it will affect their role, or wonder whether the effort will be worthwhile.
Taking time to support people through the change helps build confidence, reduce uncertainty and encourage new ways of working to become part of everyday practice.
Good change management starts early. It shouldn’t begin when a new system is ready to launch. It should begin as soon as you start planning your project. Talk to colleagues to understand what works well and what doesn’t with their current systems and ways of working. What are the pain points? What are the frustrations? What works so well it would be a crime to change it?
Every organisation is different, but most successful digital projects include three simple stages.
1. Understand who will be affected
Think about everyone who will use, manage or be influenced by the project. Who needs to be involved in shaping the project? Who will need training? Who can help encourage others to embrace the new way of working? Bringing these people into the conversation early helps build trust and gives you valuable feedback before decisions are made.
2. Explain what is changing and why
People are far more likely to support change if they understand the reason behind it. Explain the problem you’re trying to solve, how the project supports your organisation’s wider goals, and what the benefits will be for colleagues and audiences alike. Keep communication regular, honest and consistent throughout the project. Even if there isn’t much progress to report, letting people know what is happening helps build confidence.
3. Support people to adopt new ways of working
Launching a new system isn’t the finish line. Give people time to learn, ask questions and practice using new tools. Offer training that reflects different confidence levels, celebrate early successes and continue gathering feedback after launch so you can improve the experience over time.
Begin conversations about change during the planning stage, not just before launch. Take time to explain why the project is happening, how it supports your organisation’s mission and what benefits people can expect to see. Involving staff early helps build trust, surfaces valuable insights and gives people a sense of ownership over the work ahead.
2. Build support across the organisation
Successful change is rarely driven by one person alone. Identify colleagues from different teams who understand the project and can act as champions for it. These individuals can help answer questions, share feedback and encourage others to get involved. Having visible support from senior leaders is equally important, as it demonstrates that the project is a priority for the organisation.
3. Keep communicating
Regular, clear and honest communication helps people feel informed and involved throughout the process. Share updates on progress, explain key decisions and be open about any challenges that arise. Different groups may need different types of information, so think carefully about how and when you communicate. Consistency is often more important than volume.
4. Invest in training
People are much more likely to embrace change when they feel confident using new tools, systems or ways of working. Provide training that is practical, accessible and relevant to different roles across the organisation. Remember that support should not end at launch. Offering ongoing opportunities to learn, ask questions and share knowledge can make a significant difference to long-term adoption.
5. Celebrate early wins
Look for opportunities to highlight positive outcomes as early as possible. These do not need to be major achievements. A process that saves staff time, a team that is working more effectively, or positive feedback from users can all help demonstrate value. Sharing early successes builds confidence, maintains momentum and reassures people that their efforts are making a difference.
6. Keep listening
Change does not end when a project goes live. Continue gathering feedback from staff, volunteers, audiences and other stakeholders to understand what is working well and where improvements are needed. Creating opportunities for people to share their experiences helps ensure that new approaches continue to evolve and meet the needs of the organisation over time.
Most digital projects encounter challenges along the way. The good news is that many of the most common obstacles have less to do with technology and more to do with people, communication and organisational culture. Recognising them early can make them much easier to address.
1. Assuming everyone is on board
Not everyone will feel excited about a new system or way of working straight away. Some people may be concerned about the impact on their role, worried about learning new skills or simply comfortable with existing processes. Rather than treating resistance as a problem to overcome, see it as an opportunity to understand people’s concerns and improve your approach. Creating space for questions and honest conversations can help build trust and strengthen the project.
2. Leaving communication too late
If colleagues only hear about a project shortly before launch, they may feel that decisions have already been made without them. This can make it harder to build support and engagement. Start communicating early, explain the reasons for change, and share updates regularly throughout the project. People are more likely to support a project when they understand both the destination and the journey.
3. Focusing on technology instead of people and processes
It is easy to concentrate on implementing a new platform, tool or system and underestimate the human side of change. Even the best technology will struggle to deliver benefits if people do not understand how it fits into their work or feel confident using it. Adding new technology to inefficient processes will not improve them. Alongside technical planning, make time for exploring how day-to-day practices and processes may need to evolve alongside the technology.
4. Underestimating the importance of leadership
Projects can lose momentum when support from senior leaders is not visible. Staff look to leaders for cues about what matters and whether a change is truly a priority. Leaders do not need to be involved in every detail, but they should actively champion the project, communicate its importance and model the behaviours they want to see across the organisation.
5. Not celebrating progress
Change can feel difficult if people only hear about the work that is still to be done. Look for opportunities to share positive outcomes along the way, whether that’s a process that now takes less time, increased confidence among staff or positive feedback from audiences. Celebrating progress helps people see the value of the change and builds momentum for the next stage of the journey.
6. Stopping after launch
Launching a new system, process or service is an important milestone, but it is rarely the end of the story. People often need time to adapt, ask questions and develop new habits. Continue gathering feedback, providing support and looking for opportunities to improve. The organisations that benefit most from digital change are often those that treat implementation as the start of an ongoing process of learning and refinement.
The principles in this article still apply if you’re a freelancer, artist, collective or small organisation. You may not need formal governance structures, project teams or extensive documentation, but taking time to plan, challenge assumptions and focus on user needs can help you make better decisions, reduce risk and achieve stronger outcomes from your digital project.
If you’re working independently or in a small organisation, change management is often about changing habits and behaviours rather than managing large groups of people. Take time to build new routines around the tools or systems you’re introducing and be realistic about the time it takes to develop confidence and familiarity. Involve collaborators, volunteers or freelancers early where appropriate, and seek support from a trusted peer or mentor who can provide encouragement, accountability and honest feedback as you adapt to new ways of working.
Lasting change comes from building new habits over time rather than introducing new technology all at once.
Effective change management is not about persuading people to accept change. It’s about creating the conditions that help people understand it, contribute to it and feel confident adopting it over time.
Start by reading the other articles in our Digital Projects series. For deeper conversations or to explore additional resources, speak to one of our digital specialists in person so that we can assess your specific needs and provide practical and tailored support to help you scope out a digital project that works for your organisation.
Book a free one-to-one session with a Tech Champion to support you in developing your digital project.
Beginner Managing Digital Projects
From new websites and CRM systems to digital asset management platforms, digital projects can help cultural organisations work more efficiently and better serve their audiences. This series of five articles offers practical guidance on planning, procuring, implementing and managing digital projects, alongside a downloadable workbook packed with templates and tools to support your journey.
Beginner Implementing a digital project
This series of five articles has been produced to support people working in the creative and cultural sectors to deliver digital projects effectively. The articles are accompanied by a practical workbook to support the process.
Beginner Finding a supplier for a digital project
This series of five articles has been produced to support people working in the creative and cultural sectors to deliver digital projects effectively. The articles are accompanied by a practical workbook to support the process.