Change management
Change management supports people, not just tools: explaining why, training, addressing concerns and embedding new ways of working. That is what turns an installed AI tool into real, everyday use.
Updated October 11, 2026
The reality
of AI users bring their own AI tools to work: your teams are not waiting for the company to decide.
of Tunisian companies cite resistance to change as a barrier to digital innovation.
Source: ITCEQ, May 2026 (via WMC/TAP)
Where success is decided
BCG sums up its experience in a rule of thumb known as "10-20-70": most of the effort to succeed with AI at scale goes into people and processes.
Companies that get the most value from AI are nearly three times more likely to fundamentally redesign the way they work.
Source: McKinsey, The state of AI 2025
What about you? Start by assessing where you stand before choosing your levers.
Assess my AI maturityThe 10-20-70 rule is a BCG heuristic, not a measurement. BCG
Diagnose the blockers
The ADKAR model (Prosci) breaks individual adoption down into five elements. When an AI rollout stalls, one of them is often missing: the fix is to find it, not to push the tool harder.
Why this change?
If it stalls: Nobody knows why the tool is being rolled out.
What's in it for me?
If it stalls: People fear looking replaceable or losing their job.
How do I go about it?
If it stalls: Teams have not been trained on their own use cases.
Can I do it day to day?
If it stalls: No time, no access, no on-the-ground support.
How do we avoid sliding back?
If it stalls: The launch enthusiasm fades and old habits return.
ADKAR is a practitioner framework, not proof of effectiveness. Prosci
Leading the organization
John Kotter's model (Harvard Business Review, 1995) structures change across the whole organization. Skipping a step weakens everything.
Sources: Business Balls · Umbrex.
Who does what
Source: BCG, AI at Work 2025.
Addressing concerns
In the BCG survey, 41% of respondents fear their job will disappear within the decade. Ignoring the issue does not make it go away: it shows up as hidden use or silent refusal.
Our approach
Company maturity and team-level blockers.
A sponsor, a vision, priority use cases.
Role-based learning paths: executives, managers, business teams.
With internal champions and early, visible wins.
Usage, satisfaction, business results and usage rules.
FAQ
It means supporting people as they adopt AI: explaining why, training, addressing concerns, involving managers and embedding new ways of working.
Often because one of the human elements is missing: teams don't understand why, don't want to, don't know how or can't use the tools day to day, or slip back into old habits. The ADKAR model helps pinpoint which one.
It is a BCG rule of thumb: 10% of the effort goes to algorithms, 20% to technology and data, and 70% to people, processes and ways of working. It is not an exact measurement.
By talking openly about what AI will and will not do, training teams and setting clear usage rules. In the BCG survey, 41% of respondents fear their job will disappear within the decade.
No. Needs differ between executives, managers and business teams. According to BCG, people with at least five hours of training are significantly more likely to be regular AI users. Our catalog offers learning paths by level.
With an assessment: your company's maturity level and your teams' blockers. Then a sponsor in leadership, two or three priority use cases and a training plan.
Go further
Let's talk about your teams: we will identify what is holding back adoption and how to fix it.
