Managing Change and Digital Transformation Training
A one-day programme for the people responsible for getting a change adopted rather than merely delivered. Most system implementations in Malaysian organisations are technically successful and behaviourally disappointing: the platform goes live, the training is delivered, and six months later a meaningful share of the workforce is still running the old process in a spreadsheet alongside it.
The programme treats adoption as the deliverable. It covers the two frameworks worth knowing, then spends most of the day on the practical work: who is actually affected and how, why resistance is usually information rather than obstruction, what a sponsor has to do that cannot be delegated, how to communicate the same message enough times without becoming background noise, and how to measure whether anything changed. Examples are drawn from the changes Malaysian organisations are living through now, including e-invoicing, new finance and HR systems, and the arrival of AI tools in everyday work.
HRD Corp SBL-Khas Claimable
Programme Agenda
9:00 AM - 9:15 AM
Welcome and Programme Overview
Introduction to the session, objectives, and housekeeping.
9:15 AM - 10:15 AM
Why Changes Fail While Projects Succeed
The gap between delivery and adoption, and where the value of a transformation actually sits. Common failure patterns: the change announced as an instruction, the pilot that was never designed to scale, training delivered too early, the parallel run that never ended, and the sponsor who appeared at the launch and then disappeared. Participants diagnose a change from their own organisation that did not land.
10:15 AM - 10:30 AM
Break
10:30 AM - 11:15 AM
Two Frameworks Worth Knowing
ADKAR as an individual-level model of what each person needs in sequence: awareness, desire, knowledge, ability and reinforcement, and the diagnostic value of finding which step a stalled group is stuck on. Kotter's organisation-level sequence for larger transformations. When to use which, and why a framework is a checklist rather than a plan.
11:15 AM - 12:30 PM
Stakeholder Mapping and Impact Assessment
Identifying everyone whose work actually changes, including the groups nobody listed because the change was framed as belonging to another department. Assessing impact by group: what they do today, what they will do instead, what they lose, and what new skill is required. Mapping influence and disposition, and identifying the informal opinion leaders whose view will decide the outcome. Participants build a stakeholder map for a live change.
12:30 PM - 1:30 PM
Lunch
1:30 PM - 2:15 PM
Resistance as Information
Why resistance is usually rational from the resister's position: loss of competence, loss of status, extra work during transition, a previous change that went badly, or a genuine flaw in the design that nobody upstream can see. Surfacing objections early rather than letting them go underground. Distinguishing an objection to be answered, a problem to be fixed, and a position that has to be overruled, and handling each differently.
2:15 PM - 3:15 PM
Sponsors, Managers and Communication
What an executive sponsor must do personally: be visible, be consistent, make the decisions that unblock, and be seen to use the new thing. Preparing a sponsor who would rather delegate. The line manager as the most trusted channel, and why a change that middle managers do not believe in will not survive them. Building a communication plan: the core message, the different framings each audience needs, the channels, the repetition, and the two-way route back.
3:15 PM - 3:30 PM
Break
3:30 PM - 4:15 PM
Enablement, Measurement and Sustaining the Change
Training timed to use rather than to project schedule, floor-walking and super-user networks, and job aids people will actually open. Defining adoption metrics before go-live: usage depth rather than logins, process compliance, error and rework rates, and support ticket patterns. Reinforcement after go-live, closing the escape routes that let the old process persist, and building the change into onboarding so it survives staff turnover.
4:15 PM - 4:45 PM
Change Plan Workshop
Participants draft a one-page change plan for a live or upcoming change: impacted groups, key risks, sponsor actions, communication sequence, enablement approach and adoption measures.
4:45 PM - 5:00 PM
Wrap-Up and Q&A
Key takeaways, next steps, and close.
Key Outcomes
- Explain why technically successful projects fail on adoption and where the value is lost
- Apply ADKAR to diagnose which step a stalled group is stuck on
- Build a stakeholder map and impact assessment that includes the groups nobody listed
- Surface and triage resistance, distinguishing objections, design flaws and positions to overrule
- Brief a sponsor and equip line managers as the primary change channel
- Define adoption metrics before go-live and design reinforcement that outlasts the project team
Training Mode Physical / Online / Hybrid / e-learning
HRD Corp SBL-Khas Claimable
Level Intermediate, suitable for project and programme managers, business analysts, functional leads, human resources, IT and senior management sponsoring change
Duration 1 Day (8 Hours) | 9:00 AM to 5:00 PM
Venue In-house at the client's premises, or delivered via the client's preferred platform (Microsoft Teams, Zoom, or equivalent)
Assessment One-page change plan plus a 10 to 15 question knowledge assessment
Certificate Certificate of Completion issued to all participants upon full attendance