Making change stick: How to deliver long-lasting, sustainable change

Change that isn’t embedded rarely delivers its full potential. Many organisations invest heavily in transformation initiatives, only to watch momentum fade once a project ends. The new system launches, the process is updated, the team is trained — but within months, old habits reappear, and the intended outcomes stall.

To make change stick, it needs to become part of how people think, work, and make decisions. That means thinking beyond implementation and focusing on sustainable change management — before, during and after delivery.

How to deliver change that has a lasting impact

Set the foundation early

Change that lasts is rarely accidental. It begins with a clear understanding of what the change is, why it matters, and how it connects to organisational goals. A strong vision should not only explain what’s changing, but also inspire belief and buy-in. This clarity is especially important when the change may disrupt established norms or stretch people outside their comfort zones.

Senior leadership has a central role to play. When leaders consistently champion the change, model expected behaviours, and commit time and energy to the effort, it signals to the wider organisation that the change is serious and supported at the top.

Employee involvement also starts here. Involving stakeholders early — especially those most affected — can reveal potential risks and surface valuable insights. It also reduces resistance by giving people a sense of ownership from the outset.

Overcome resistance and change fatigue

Resistance is a natural part of any change journey. It often stems from fear, uncertainty, or past experiences where change felt imposed or unsuccessful. Addressing this head-on requires empathy and transparency.

Creating space for people to share concerns without fear of judgement is essential. Leaders and managers should be prepared to listen, respond honestly, and avoid dismissing discomfort. In some cases, small adjustments based on feedback can make a big difference to perception and uptake.

Where organisations face ongoing or frequent change, fatigue can also become a challenge. Employees may become disengaged or sceptical, particularly if they don’t see the promised benefits of previous initiatives.

To reduce fatigue and improve engagement:

• Be strategic: Prioritise and sequence changes so that teams aren’t overwhelmed by too many initiatives at once.
• Be selective: Focus efforts on high-impact areas where change will make the greatest difference and communicate this rationale clearly.

For more detailed advice on managing change fatigue, read our blog: How to manage change fatigue.

Manage the human side of delivery

Once the project is underway, the focus often shifts to delivery milestones — but change is ultimately about people. If the human experience of change isn’t supported, even the most technically successful project can struggle to gain traction.

During this phase, communication is critical. People want clarity, honesty, and updates that reflect the reality of what’s happening — not just the ideal. Regular messaging from trusted sources, such as line managers and team leads, helps reinforce confidence and address uncertainty.

Alongside this, individuals need the right support to adopt new behaviours. That includes timely training, accessible resources, and space to practise in a safe environment. It also includes the ability to give feedback, raise concerns, and help shape how the change is embedded locally.

Line managers are especially influential here. Their understanding of the change, and willingness to guide and coach their teams through it, can either accelerate adoption or create friction.

To sustain momentum and track how the change is landing, it helps to monitor beyond technical KPIs. Informal feedback, adoption metrics, and pulse surveys can all give insight into whether behaviours are actually changing and where additional support might be needed.

Reinforce change post-implementation

Too often, change efforts lose visibility after delivery. So this is precisely when reinforcement matters most. Embedding change into the day-to-day takes sustained attention, and the signals that leaders and systems send in this phase are crucial.

Organisations should ensure that new behaviours and practices are reflected in policies, job descriptions, and performance frameworks. Without this alignment, employees may revert to what feels safe or familiar. Formalising the change increases its staying power and helps to ensure accountability.

At the same time, communication efforts should continue. Celebrating success stories, sharing lessons learned, and showing the tangible value of the change helps keep it front of mind. It also builds belief that the change is here to stay, and that it’s working.

There’s also value in looking ahead. Sustainable change isn’t static. Organisations that treat change as ongoing — rather than a one-time fix — are better placed to adapt, evolve and grow.

Two post-project focus areas can make a real difference:

• Institutional integration: Update governance, reporting and policies so that the change becomes embedded in the way decisions are made and performance is assessed
• Ongoing engagement: Continue collecting feedback, showcasing outcomes, and aligning change with wider organisational goals to maintain relevance and support

Building a culture of change

Ultimately, sustainable change is cultural as much as it is procedural. It’s about shifting mindsets, building new habits, and embedding values that support continuous improvement.

This takes time. But with clear vision, strong leadership, consistent support and a genuine focus on people, change can become part of how the organisation works — not just something it occasionally does.

Whether you’re launching a new project, redesigning processes, or transforming business models, the challenge isn’t just to change, it’s to keep changing in a way that sticks.

To learn how to build an effective culture of change in your organisation, see our APMG International Change Management^TM courses.