Summary In the contemporary business environment, digital procurement is becoming increasingly popular and sought after by businesses around the world. The relationships …
Change management consulting: Process-driven or people-centred?
Did you know that 70% of change initiatives fail? Discover whether change management consulting has become too process-driven—and why a people-first approach leads to lasting transformation.
Has change management consulting lost sight of the people it is meant to serve?
Only one in three major change initiatives fully meet the goals set by their organisation. That statistic is more than just a red flag—it is a signal that something is not working.
Where hybrid models are the norm, burnout is high, and resistance to change is deeply human, traditional approaches to change management often miss the mark. People are not just lines in a project plan or recipients of a new system—they are the ones expected to live the change. If they are not seen, heard, or supported, change will not stick.
It is no surprise that 31% of CEOs are let go due to poor change management. When transformation fails to connect with people, it becomes unsustainable, expensive, and often, career-ending for leadership.
At our firm, we take a different approach. We focus on designing change with people. That means co-creating solutions, listening deeply, and embedding empathy into every stage of the process. Because real change is not just managed—it is felt, understood, and owned.
It is time to bring people back into the process.
What is change management consulting really about?
Change is not a one-off event—it is a constant. Research shows that 79.7% of organisations should revamp their business strategies every 2–5 years just to keep pace. But keeping up is not enough. To thrive, organisations must evolve with purpose, and that is where change management consulting comes in.
Change consulting helps organisations navigate transitions—whether structural, cultural, or technological—by aligning strategy, people, and processes. At its core, the goal is simple: to help people move from where they are to where they need to be, with clarity, confidence, and capability.
When done right, it pays off. Organisations that excel at managing change see a 264% increase in revenue growth compared to those with poor change capabilities. But these outcomes are not just about business metrics—they are the result of people who are supported, engaged, and empowered.
That is the original purpose of change management: empowering people through transition. Giving teams the tools to adapt, the space to ask questions, and the confidence to move forward.
Real transformation does not just change systems—it builds momentum, trust, and resilience from within.
Where the process takes over
While 95% of respondents believe capability building is crucial, only 5% of organisations feel truly prepared to support people through change. The industry has leaned heavily into frameworks, checklists, and rigid methodologies to create consistency and control.
One-size-fits-all models often ignore the unique culture, context, and pace of each organisation.
- Overemphasis on deliverables—slide decks, timelines, and KPIs—leaves little room for the human side of change.
- Not enough dialogue. Change becomes something done to people, not with them, leading to disengagement and resistance.ge.
A process-driven approach that risks losing sight of the real goal—building trust, capability, and ownership among the people at the heart of change.
Why people still matter most
Change will always involve systems, structures, and processes, but the real work happens in the hearts and minds of people.
Emotions drive change
Behind every change initiative are real emotions: uncertainty, fear, hope, and curiosity. These emotional responses influence how people engage with change. If leaders ignore this, even the best-designed plans will fall flat. Recognising and supporting the emotional journey is key to helping people move forward.
The power of listening
Change often feels top-down, but when people feel genuinely heard through feedback loops, co-creation sessions, and open dialogue, they become active participants in the process. Listening builds trust, encourages ownership, strengthens management and engagement, and turns resistance into real momentum.
Trust is not a KPI, but it matters
You cannot measure trust on a dashboard, but you can feel its presence—or absence—in every meeting, every team, and every management outcome. Without trust in leadership and the purpose behind the change, resistance grows. With trust, people take risks, share ideas openly, and stay meaningfully engaged.
Organisations that invest in the human side of transformation—trust, culture, communication, and leadership alignment—see success rates jump to over 70%.
How Kronos Group approach balances process and people
At Kronos Group, our consulting methodology is designed to bridge the gap between strategic rigour and human experience. We believe transformation should not feel imposed—it should feel possible, personal, and purposeful.
Tailored to culture
We never apply generic models. Every organisation has its own rhythm, language, and way of working—we design with that in mind.
Co-creation over instruction
We do not dictate management solutions. We work with your teams to build ownership, confidence, and clarity from day one.
Outcomes defined with people, not for them
Success is not a static target. We shape outcomes through shared goals, clear communication, and meaningful collaboration.
Our procurement consulting approach is rooted in a simple belief: when people are part of the journey, change becomes sustainable. At Kronos Group, change is not just managed—it is made human.
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FAQ
Yes—approximately 73% of organisations anticipate a rise in the number of change initiatives. As markets evolve faster and technology advances, constant adaptation is becoming the new normal.
It does. 47% of organisations that integrated change management were more likely to meet their objectives compared to only 30% of those that did not. Having a structured, people-focused approach makes a real difference.
41% of survey participants cited competitive pressure as the leading reason for change. With new startups entering the market every day, staying ahead often means adapting quickly and strategically.
