Why Change Often Overwhelms Line Management – Keep Your Brain Safe! The Coffee Break Blog.

Change ManagementProject ManagementLine management challenges
Written By Frank P. Neuhaus

Preface

For over two decades, iMB.Solutions has been at the forefront of business development, reorganization, and transformation. With more than 140 successful project missions across Brazil, Europe, North America, and Spanish-speaking Latin America, we’ve learned a thing or two about what makes change work – and what doesn’t.

social media cover of present blog | São Paulo | Brazil | Mar. 27, 2025 | iMBdigital.Gallery ®

A Journey Through Change Management

At its core, change management is about refining internal processes. It’s not to be confused with transformation, which often focuses on external factors like new business models or product innovations. Instead, effective change management is an inward, process-oriented discipline that requires thoughtful planning and execution.

Many companies have tried to steer change on their own, only to find that the road is much bumpier than anticipated. More than 80% of our engagements started after previous attempts had burned out key players and resources. That’s when we step in, providing the expertise that often eludes internal teams.

The Line Manager Conundrum

One of the most common pitfalls is overburdening line managers with change management responsibilities. These managers are excellent at handling day-to-day operations, but the skills required for steering a change initiative are entirely different. The expertise needed includes not only a deep understanding of change management methodologies but also the capacity to guide a team through the inevitable turbulence of transformation.

When change is treated as an afterthought – managed by individuals without the proper tools or experience – the result is often a failure. Traditional command-and-control methods may work in routine business scenarios, but they fall short when creativity and flexibility are crucial. The consequences? Projects that miss their targets, prolonged timelines, and an unsettled workforce.

Recognizing the Pitfalls: What’s Going Wrong?

The failure of many change projects can be attributed to a few recurring issues:

  • Underqualified Change Managers: Technical experts and seasoned managers aren’t automatically adept at managing change. The art of change management requires a unique mix of organizational, social, and methodological skills.

  • Lack of Top Management Support: Without a visible sponsor from the top, change initiatives struggle to secure the necessary resources and buy-in.

  • Inadequate Planning: Successful change demands detailed, written plans—communication strategies, clearly defined roles, milestones, and roadmaps.

  • Resource Struggles: When day-to-day business takes precedence, change initiatives can suffer from insufficient resources and constant interruptions.

  • Rigid Organizational Structures: Middle management is often caught in the crossfire, expected to be both agile and creative while still tethered to traditional, hierarchical approaches.

  • Misunderstanding the Role of Project Management: Change management is not the same as project management. The former is about people; the latter is about processes and deadlines.

Let's face it - change management projects are high-risk projects. That's why it's important to know the difference between strategy and tactics. If you're always talking about strategy, you're on the wrong track. Define strategies - i.e. scenarios, where you want to go, what you want to achieve - and then only tactics. In other words, plan and allocate resources and adapt and reallocate them according to the progress of the project. You can also call it agility - but agility in practice - not as a catchphrase. Nobody will buy that.

Strategies for Successful Change

So, what can be done to overcome these challenges? Here are some strategies that can make the difference:

  • Select the Right Change Managers: Evaluate whether your current managers have the organizational and social skills required. Consider bringing in external specialists if needed.

  • Secure Top Management’s Commitment: Change initiatives must have strong, visible backing from senior leaders who can allocate sufficient resources.

  • Develop Detailed, Written Plans: Clear communication plans, role definitions, milestones, and roadmaps are essential for keeping everyone aligned.

  • Allocate Resources Early: Don’t wait until the change process is underway to allocate resources. Set a budget and stick to it to avoid a draining double burden.

  • Reward Milestones: Celebrate successes along the way to boost morale and maintain momentum.

  • Embrace Resistance: Understand that resistance is a natural part of any change process. Productively harness it to drive learning and improvement.

  • Separate Project and Change Management: Keep the focus on people’s adaptation distinct from the project’s logistical requirements.

Shifting the Focus: From Product Fetish to Customer Centricity

One surprising yet common theme in change projects is an overemphasis on products. Clients often become self-absorbed, fixated on their offerings rather than on the customer’s needs. In today’s competitive landscape, it’s critical to shift the focus. Ask yourself: What problems does your customer face? How can your product provide a tangible solution? Embedding customer-centricity into your corporate culture isn’t just a strategic move—it’s a necessity.

Final Thoughts

Change is not for the faint of heart. It requires a careful blend of planning, the right expertise, and a willingness to adapt traditional management styles. When organizations acknowledge these challenges and adopt a structured, people-focused approach, change becomes an opportunity rather than an overwhelming obstacle.

Remember, successful change is about safeguarding your team’s mental space while driving your business forward. Embrace the challenge, equip your managers properly, and keep your focus on what truly matters—the customer.

By understanding these key aspects of change management, you’re one step closer to transforming obstacles into opportunities. Let’s keep our brains safe and our businesses thriving!

Keep your brain safe and stay safe on your project trail!

 

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Frank P. Neuhaus

Frank P. Neuhaus is one of the founding partners of iManagementBrazil Ltda., São Paulo, Brazil. In 2022, he co-founded the startup iMBdigital.Gallery_. He worked for European companies in Europe (Germany, Spain), Southeast Asia, China and Latin America, including Brazil. He studied mechanical engineer with majors in hydrodynamics and industrial plant engineering. Furthermore, he studied international business management. He also holds an International Executive MBA with a focus on Brand and Service Management. As a result of the steady increase in project content related to automation and digitization, Mr. Neuhaus has completed advanced studies as a Certified Digital Engineer. Since a couple of years, Frank P. Neuhaus executes international business development and reorganization projects missions.

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