Due to rapid developments in the market and technology, an energy company is facing several significant changes. This is reflected in a broad project portfolio consisting of around twenty projects. ‘Change management’ is not specifically structured within the organization, and an internal ‘change team’ is therefore absent. The project manager is experienced and takes responsibility for the change management herself. Over time, it becomes clear that the project has a greater change impact on the organization than initially anticipated. Employees are unwilling or unable to adapt. Managers are not engaged. Change readiness and adoption related to the project decrease. The project manager attributes this to the technology, people, legacy systems and processes, and/or the culture, resulting in the project failing to achieve its predefined goals.
