Digital transformation initiatives fail at an alarming rate—not because of technology limitations, but because of the human factor. As highlighted in a landmark McKinsey study, less than one-third of digital transformation efforts succeed in improving performance and sustaining those gains, and success rates are even lower in traditional sectors like infrastructure and asset management.
While much of the literature and guidance on digital transformation emphasises organisational change management—shifting culture, structure, and broad strategic direction—our experience at Egis has shown that success in asset management projects requires operational change management. This is the practical, day-to-day integration of new digital processes and systems into existing workflows, ensuring that teams can adapt efficiently and keep their attention on core operational activities. The distinction is crucial, as operational change management addresses the “how” of change, directly impacting process improvement, productivity, and the seamless adoption of digital solutions—key factors in making transformation an enabler of operational excellence.
This article examines our experiences implementing asset management systems in a range of high-profile infrastructure projects: The ETI project for the Eurasia Tunnel beneath the Bosphorus, connecting Europe and Asia in Istanbul; the A24 highway, a key route linking northern Portugal with Spain; and the A63 motorway, an essential corridor in southwest France connecting Bordeaux to the Spanish border. Through these diverse and complex projects, we have assembled some practical insights to guide organisations faced with similar transformation.
The hidden challenge in digital transformation
When organisations implement new asset management systems, they often focus primarily on technical specifications, functionality, and costs. However, our experience has consistently shown that the most significant challenges arise not from technology limitations but from how changes are managed within the organisation.
In a recent retrospective analysis of asset management implementations, we discovered that limited focus on change management was leading to struggles with user adoption. Teams frequently resisted new digital tools despite their superior functionality. For example, in one project, the transition from legacy systems created initial resistance that could have been mitigated through a more structured change management approach. Even with advanced technology solutions, user hesitation created bottlenecks that delayed realising the full benefits of the system.
Change management isn't merely about training—it's about addressing the psychological and cultural aspects of transformation. According to research, nearly 90% of companies aim to integrate new technologies like AI, yet only about one-third achieve the anticipated efficiencies and performance gains1. Part of the reason is that organisations often overlook the human dimensions of technological advancement.
Creating champions, not just users
Our most successful implementations highlighted the importance of identifying and nurturing internal champions. These key individuals became advocates for the new systems, helping to overcome resistance and accelerate adoption throughout their teams.
For one project, the extended deployment timeframe enabled an iterative approach that incorporated user feedback, creating a sense of ownership among the operational teams. The project utilised four integrated solutions that provided comprehensive asset management capabilities while maintaining user-friendly interfaces.
The successful deployment achieved 100% paperless field operations, which not only streamlined execution and reduced errors but also accelerated inspection processes by over 40%. This was made possible through robust operational change management that addressed both technical skills and mindset shifts across the teams. As a result, internal processes were comprehensively redefined to fit a fully digital environment, further boosting reliability and efficiency. Moreover, travel for inspections was reduced by more than 50%, significantly lowering the ecological footprint of our operations. In addition, data collection times dropped by over 60%, while the introduction of real-time asset inventory updates during inspections further enhanced our operational agility.
Tailored training: beyond the basics
Our analysis also revealed that poorly timed and generic training significantly hinders adoption. We found that conducting training sessions at the very beginning of the deployment process, when teams were unfamiliar with the software, proved less effective. The same was true when training focused on system configuration rather than practical daily use, leaving users feeling lost during initial implementation months.
By contrast, we have seen success with approaches that incorporate a structured and evolving training catalogue, aligned with major system updates. These programs offer periodic sessions to reinforce skills and address changing user needs. When supported by concise, well-documented procedures that are easy to understand and readily accessible, the training significantly enhances user proficiency and confidence.
Based on these insights, we recommend implementing tailored training strategies that differentiate between technical configuration and practical application. End-user training should be timed later in the implementation cycle, when the system is more stable and usable, allowing for hands-on learning within a realistic operational context.
Building a change management framework
Drawing on these project experiences, we've developed a structured operational change management approach that integrates with our technical implementation methodology.
This approach includes:
- Early Stakeholder Engagement: Identifying key stakeholders, including champion users, and involving them from the project's inception to build ownership, ensure alignment, and anticipate resistance.
- Customized Communication Plans: Developing communication strategies tailored to different user groups to ensure clarity, consistency, and relevance throughout each project phase.
- Phased Training Approach: Delivering training in stages aligned with implementation milestones, allowing users to develop proficiency progressively as new functionalities are introduced.
- Feedback Mechanisms: Establishing real-time feedback that go beyond traditional KPIs of time, cost, and quality. We track user adoption, engagement, and change initiative effectiveness, enabling agile refinements.
- Sustained Support: Planning for a hyper-care phase post-implementation to monitor adoption, address user concerns, and reinforce behavior change during the critical post-deployment period.
- Continuous Improvement and Digital Evolution: Conducting regular check-ins, updating digital roadmaps, and leveraging emerging technologies and system upgrades to maintain alignment with evolving operational needs and industry best practices.
This framework acknowledges that digital transformation in asset management is not just a deployment but a long-term journey of continuous improvement. By embedding change management into the entire lifecycle—from planning to long-term operation—we ensure organisations not only adopt new systems effectively but also realise their full strategic potential.
The path forward
The methodologies we’ve developed are inherently transferable to all asset-intensive sectors such as roads, airports, railways, urban mobility networks, etc. Our experience has proven that change management isn't just a project component—it's the differentiator between systems that are merely installed and those that genuinely transform operations and deliver value.
As we continue to lead digital transformation across our operational activities, we remain committed to continuously improving our change management methodologies. Our goal is to ensure that our internal projects and clients can maintain their focus on operations while seamlessly integrating new technologies that enhance their asset management capabilities.
Through structured change management approaches, we're not just implementing technology, we're enabling organisational evolution that drives all-round performance improvements.
