Have you ever had to adjust to significant changes at work and wondered why some people adapt easily while others struggle?

Remember our posts about the challenges we faced and the solutions we implemented during one of the world’s largest Google Workspace (GWS) migrations? Now, let's explore why Change Impact Analysis (CIA) and Change Readiness Assessment (CRA) were critical to our success and how they can apply to any transformation, big or small.

Let us take you through a moment that many of us have faced. You’re in a room full of people, all hearing about a major change that’s about to happen. The room is buzzing with uncertainty, some are confused and a few are even visibly frustrated. And then comes the hard part, explaining how this change will impact them, both personally and professionally.

We’ve all been there, right? That overwhelming feeling of "What does this mean for me?". That’s exactly why we conducted a thorough Change Impact Analysis. By understanding what the changes are, who would be affected and how, we were able to craft specific strategies to support each group, ensuring the transition didn’t feel like a complete disruption but rather an evolution.

Change Readiness Assessments helped us answer the key question: Were people truly prepared for the shift? The results weren’t always what we wanted to hear. In fact, we faced resistance in more areas than we expected. But that’s where the real value of CRA lies. Understanding readiness gaps gave us the chance to adapt our approach, providing extra training, more communication and clearer guidance.

Whether it’s 350,000 people or just 10, managing the people side of change is crucial. No matter how brilliant the solution, if the people involved aren’t ready or don’t understand what’s happening, the change will struggle. At HumanCap, we work to make sure change is something you and your team can embrace, not just survive. Contact us to explore how we can support your change management.

This photo features our SME, Professor Dr. Samsilah Roslan from UPM.

So, how are you managing the human side of change in your organisation?