Company transformation is more than just a shift in strategy or the introduction of new technologies. It’s a fundamental change that impacts every level of an organization. Whether it's a digital overhaul, or a change in company strategy, transformation brings uncertainty and disruption. But at the heart of any transformation is change for people, and that’s often the hardest part.
For a transformation to succeed, it's not enough to simply announce “the new”, e.g. processes or strategies; true success relies on guiding people through the emotional journey of letting go of the familiar and embracing the unknown. For many, this can be challenging and uncomfortable.
As product managers driving transformation through the products we build, our role is not just to deliver on business goals, but to help our colleagues adapt, ensuring they feel supported, valued, and confident in navigating this new landscape.
Think back to the last time you learned things were about to change. Perhaps your company announced a shift to new software, a move to an open office layout, or even a relocation. Can you remember your first reaction? Earlier this year, when I was informed about an upcoming software migration, I felt a wave of frustration. Even though I understood the business rationale behind the decision, I couldn’t help but focus on the inconvenience and the time I’d need to adjust to the unfamiliar system. Like many, I’m a creature of habit, and the upcoming change felt disruptive.
We often expect others to adapt quickly to change, but it's only when we’re personally affected that we realise how challenging it can be. According to the Kübler-Ross Change Curve, developed in the late 1960s by psychiatrist Elisabeth Kübler-Ross, people go through a natural emotional process when dealing with change. This ranges from initial shock and denial, to feelings of anger and frustration, and eventually, acceptance and integration.
Recognising that most people experience this curve is crucial. Instead of rushing them through the transformation, it’s important to support them as they work through the process.
New products are often at the heart of transformation. Whether off-the-shelf or developed in-house, they enable companies to reshape processes, adapt workflows, and ultimately offer a better experience to their customers.
As product managers responsible for the success of these products, we must win the support of internal stakeholders. More often than not, this is not an easy mission. Resistance and lack of trust, while natural reactions to change, are serious obstacles to success. No matter how valuable the change, it will only succeed if we bring the people along on the journey.
Managing the human side of transformation is just as critical as the technical aspects. Here are a few strategies to help you guide people through the transition:
Few things are more frustrating than when someone sugarcoats the challenge you are going through. It is dismissive and patronising. When communicating with colleagues going through change, be sure to actively listen. Even if you can't solve all the problems, acknowledging how time-consuming and potentially unwelcome the change feels shows respect, and people will notice.
Adapting to the “new” takes time and can be difficult, making it hard to expect enthusiasm for change. However, people are more willing to invest in learning when they understand the purpose and desired outcome. Share the vision and reasoning behind the change, and while immediate enthusiasm may not follow, people will be more inclined to embrace and work through it.
Communication is essential for successful product management, especially when a product is driving change. Be transparent about challenges, share both positive and negative feedback, and encourage questions, even if not all can be answered right away.
Regular updates are just as important - delays or lack of communication can lead to uncertainty, speculation, and frustration. By providing timely, honest updates, even if it's just to say "we're still working on it," you can address concerns early, keep trust intact, and help your colleagues navigate the changes your product brings.
Break down the “us versus them” mindset by fostering a sense of "we." Instead of simply delivering new features to colleagues, involve them more actively in the product development process. Build a network of internal ambassadors who can participate in product team ceremonies, user research, or even prioritisation decisions. By creating a sense of ownership, the ambassadors will help spread the word, support the change, and build enthusiasm for the product.
If your product drives organisational change, as a product manager, you play a key role in guiding your colleagues through the transition. By showing genuine care for their experience and fostering regular, transparent communication, you can not only make the transformation smoother but also build trust and reduce resistance. For the change and the product to be successful, as product managers we must bring our colleagues along on the journey.
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