Elliott Yama:
Geoff, for leaders who may not be as familiar with the topic, how do you define change management in today’s business environment?

Geoff Goodman:
Change management is the structured process of moving an organization from its current state to a desired future state. It focuses on the people side of transformation, equipping stakeholders with the tools, communication, and support they need to adopt new systems and processes successfully.

Elliott Yama:
Change management has been around for decades. How has its role evolved in an era defined by disruption?

Geoff Goodman:
It used to be project-based, tied to initiatives like ERP or warehouse system rollouts, now, change must be ongoing. Organizations need both reactive and proactive approaches, with embedded capabilities that prepare users and processes for continuous transformation.

Elliott Yama:
Why is change management more critical now than ever?

Geoff Goodman:
Because disruption is accelerating. Economic shifts, workforce changes, and emerging technologies aren’t gradual, they’re step changes. Change management ensures clear communication, relevant training, and user support so people can adapt quickly and confidently.

Elliott Yama:
What are some common misconceptions about change management?

Geoff Goodman:
Two stand out. First, the idea that people will automatically adopt a new system just because leadership says so. Adoption requires engagement and buy-in.  

Second, the belief that once a project is launched, the work is finished. Without post-project reinforcement, employees revert to old habits. Continuous training and communication are essential.

Elliott Yama:
How does effective change management impact business resilience, especially in supply chain–reliant industries?

Geoff Goodman:
Resilience comes from embedding change as a business capability, not a one-off project. With the right infrastructure, companies can proactively design and implement process or system changes, keeping supply chains stable, compliant, and competitive.

Elliott Yama:
And in your experience, Geoff, what are the differences between companies that embrace change management versus those that just treat it as an afterthought?

Geoff Goodman:
There's a lot of research in this area and one of the organizations that I follow, called Prosci, did a study. They've been in business for over 40 years and in both change management theory and development as well as in active consulting, and what they found is that companies that embrace change management and fully embedded into their programs and their initiatives are seven times likelier to reach project objectives, four and a half times likelier to stay on schedule and almost two times likelier to stay on budget. So there's a real impact to this. Without change management, 70% of initiatives fail and they fail because people are an integral part of it. And if you don't address the stakeholder, you're missing an integral part of the equation.  

Elliott Yama  
People's ability to adopt and adapt is really kind of the rate limiting factor.  

When an Avetta customer first onboards, they’re often introducing new processes to contractors and teams. What role does change management play?

Geoff Goodman:
Avetta digitizes the client-supplier relationship, creating transparency and efficiency. But digitization alone doesn’t guarantee adoption. So what we do with change management is we help companies adapt to that. We help companies change their processes to fully value or fully leverage the value of Avetta. We help companies train and support their stakeholders, communicate with them in terms of how this is going to impact them and what are the benefits to them of this new platform.

Elliott Yama:
And why is change management especially valuable in supply chain settings?

Geoff Goodman:
Supply chains are made up of links, people, processes, and systems. Change management prepares all three to adapt smoothly, minimizing risk and enabling faster, higher-quality outcomes.

Elliott Yama:
What advice would you give leaders who want to build a culture that embraces change?

Geoff Goodman:
Frame change as opportunity, not threat. Embed it as a competitive advantage through repeatable processes, training, and communication. Rise above the project-based mindset and treat change as an organizational capability.

Elliott Yama:
Where can readers get more information about Avetta’s capabilities in this area?

Geoff Goodman:
Start with your account executive, account manager, or client success manager. They’re trained to spot when change management should be part of an initiative. From there, we can help design programs that maximize adoption and long-term value.

Change management is no longer a project add-on. It’s a permanent business capability that strengthens resilience, engages people, and ensures transformation delivers measurable value.
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Additional resources:

• Change Management & Management of Change: Differences, Complements & Coupling Points
• Human-Centered Change Drives Real Supply Chain Transformation