Bringing the human element back into sales transformation

Putting people back at the center of sales transformation

When Louis, head of commercial excellence at an industrial company, launched an ambitious transformation project, all signs pointed to success. Processes had been redesigned for efficiency. Powerful digital tools were rolled out. Dashboards promised measurable productivity gains. On paper, everything looked perfect. Yet, just a few months later, the results were far from expectations. Teams were slow to adopt the new tools. Subtle but persistent resistance hindered progress. Optimized processes were plagued by misunderstandings and repeated mistakes. The transformation, meant to streamline operations and boost performance, was stalling.

Louis started to question himself: Where did we go wrong? Why was a well-structured, goal-aligned strategy failing to deliver? The answer emerged through conversations with his teams. The issue wasn’t the processes or the tools themselves. The main obstacle was human: a lack of understanding of the transformation’s purpose, fear of change, and insufficient support in adopting new practices.

A common story, backed by data

This story, inspired by real-life situations (with names and details changed for confidentiality), reflects a reality many companies face. Research by John Kotter confirms it: 70% of transformation projects fail, mostly due to human resistance, lack of guidance, and weak internal communication. This doesn’t mean tools or processes don’t matter. They are essential. But their impact relies entirely on the people using them, and their ability to adopt, understand, and bring them to life.

Why processes and tools aren’t enough

It’s tempting to believe that transformation is all about processes and tech. A rational, structured approach helps define roles, automate tasks, and boost operational efficiency.

But in practice, it’s rarely that simple. A brilliant process is useless if it’s not understood. And even the best tool is worthless if it’s not used properly. This is where internal communication plays a key role. When employees don’t understand the "why" behind the change, its purpose, rationale, and expected benefits, adoption becomes slow and uncertain. Ambiguity fuels resistance. Clear, frequent, and tailored communication helps clarify, reassure, and engage.

Change management is a strategic HR role

Human Resources also plays a central role in supporting change. Their mission goes far beyond admin tasks, they are strategic partners in transformation. They anticipate skill gaps, launch relevant training programs, and design individual and team-based support systems.

By helping employees adopt new ways of working and addressing concerns early, HR teams reduce friction and boost organizational agility. They also empower managers and reinforce internal capabilitie, making HR a critical ally in long-term transformation success.

Going further: key actions to support adoption

For transformation to stick, the human factor must be front and center. Companies can take concrete steps to make change more effective:

• Launch ongoing training programs tailored to new skill needs

• Provide individual and group coaching during the transition

• Foster a feedback culture through regular dialogue between teams and managers

• Include human adoption metrics in transformation dashboards

• Build strong internal communication capabilities to inform, align, and inspire

By investing in people, not just systems, companies dramatically increase their chances of success.

Transformation doesn’t happen to people. It happens with them. And when it’s driven by meaning, clarity, and support, it can create lasting impact, far beyond efficiency gains.