Vesuv Blog
Article
Updated on
June 27, 2025
When we talk about transformation in a company, we often think of HR. And yet, change management cannot rest solely on the shoulders of human resources. Why? Because every department, every manager, and every employee is involved. Change is not an HR project; it is a company-wide project.✨
In this article, we decode why and how to involve the entire organization in the success of a change.
Change management: what are we talking about?
Change management encompasses all actions put in place to support teams through a transformation: new tools, new processes, new organization, new objectives... The goal is simple: for employees to take ownership of the change, making it effective and sustainable.🌱
Why change management goes far beyond HR
1. Because change affects all jobs
Digitalizing a process, restructuring a team, implementing a new working method... every transformation changes the daily life of field employees, middle management, and even senior management.
💡 Example: Digitalizing quality procedures is not just about HR or QHSE. It also impacts field managers, operational teams, and managers...
2. Because HR cannot carry everything alone
Training, explaining, motivating, reassuring, following up... This requires collective involvement. HR is a lever, not the sole driving force of change. It is the frontline managers who, on a daily basis, ensure the relay of change to the teams.
3. Because change is often experienced on the ground
Resistance, blockages, misunderstandings... do not show up in Excel spreadsheets. They express themselves in workshops, drop-offs, vehicles, and services. It is essential to have direct feedback from the field to adjust approaches.
3 key roles to involve for successful change management
1- Management
They must set the course, embody the transformation, explain the "why", and uphold a clear vision. Without a strong sponsor, change is unstable.
2- Frontline managers
They are the ambassadors of change. They must relay the message, support, train, listen to feedback, and connect strategy with operations.
3- Employees
They are the actors of change. Involving them from the start, gathering their ideas, addressing their concerns is essential to gain buy-in.
A concrete example: digitalizing procedures with Vesuv
Let’s take the case of a logistics company that wants to abandon its paper forms to digitalize safety, maintenance, and incident reporting procedures.
Here’s why it’s not just an HR matter:
The QHSE department is involved in defining the new digital procedures.
Field managers need to brief their teams and adapt routines.
Drivers need to learn to use the mobile app.
Management must support the project, set clear objectives, and highlight results.
By structuring transformation around a tool like Vesuv, everyone has a part to play, and everyone can see the tangible benefits: time savings, fewer incidents, more traceability, less paperwork.📒
The risks of limiting change management to just HR
A project perceived as "administrative"
Poor understanding of the challenges on the ground
An absence of ownership by the teams
A disconnection between strategy and operational reality
Result: the project is abandoned or poorly utilized.
Conclusion: Change is a collective adventure
Change management should not be seen as an "HR checkbox", but as a strategic, transversal, operational, and human lever.
By mobilizing management, managers, support functions, and field teams, you give your transformation projects the best chance of success.🚀
Want to structure your digital transformation?
Discover how Vesuv helps companies in change management with simple tools, tailored to ground realities.
👉🏻 Contact us for a personalized demo
