Change management is something I learned about during the course of my academic adventures, and at the time, it made a lot of sense. I could think of numerous examples of both failures and successes in change management that I had observed or been directly involved in during the span of my professional career. My studies had armed me with some valuable knowledge of different change management frameworks and ways to overcome and navigate process and people challenges. But I had never had a chance to apply my acquired skills in such a dramatic way until I started working at Pulsara.
One of the first things I remember hearing about when I started at Pulsara was: “We have a saying here: change is 5% the technology, 15% process, and 80% about people.”