Leading Change Management: A Conversation with CIOs and Finance Leaders

Change is constant in higher education, but that doesn't make it easy. Longstanding processes can be stubborn, and technology shifts—large or small—can ripple across campuses, demanding staff retraining and reskilling. Enterprise resource planning (ERP) transitions, in particular, are notoriously complex. To uncover how institutions can not only survive but thrive during these shifts, we sat down with four CIOs and finance and administration leaders. Their candid insights on readiness, stakeholder engagement, and overcoming resistance offer lessons for any change management effort.

Panel Discussion Participants

• Michele Norin, Senior Vice President and Chief Information Officer, Rutgers University
• David Moore, Vice President for Financial Planning and Analysis, Rutgers University
• Tej Patel, Vice President for Information Technology and Chief Information Officer at Villanova University (former Chief Information Officer at Stevens Institute of Technology)
• Theresa Pascoe, Associate Vice President for Finance, Stevens Institute of Technology

Navigating Transformational Change

The conversation that follows details how these leaders navigated transformational changes within their institutions. Artificial intelligence (AI) was used to organize the presenters' full remarks.^Footnote1 Their insights have been edited for length and clarity.

Successful change management initiatives require a clearly articulated vision that implementation team members work toward. How did you go about establishing that vision for your institution?

Michele Norin: One of our key business drivers was the 2013 merger between Rutgers and the University of Medicine and Dentistry of New Jersey. As with any merger, we ended up with duplicate systems—two student systems, two HR systems, two financial systems, and a host of different processes, operating principles, and business rules. To operate effectively as a single institution, it was clear that we needed to address and consolidate our business systems.

The leadership at the time recognized that an initiative of this magnitude would be disruptive and that executive-level support, including the president, was a critical success factor. Our CFO was new at the time, and I joined a year later. Together, we served as co-executive sponsors of the initiative.

With a full commitment to cloud-based systems, we started this journey in 2014, and ten years later, we still have significant work ahead of us. This is truly a long-haul initiative.

Tej Patel: At Stevens Institute, our previous strategic plan emphasized operational excellence and best-in-class infrastructure. We aimed to deliver superior experiences for faculty, staff, students, and even parents by providing value-added services.

The systems we had in place worked but were inefficient, especially in areas like the student information systems (SIS). For example, students had to come to campus just to register for classes—a process that felt outdated and inconvenient. This demonstrated the need for modernization.

From a user experience perspective, we wanted to deliver modern services while addressing cost concerns. We evaluated whether to continue building on existing technical debt or transition to a modern infrastructure that was agile and scalable. Additionally, we considered how to prepare for future growth, such as merging with other programs or launching new initiatives like the College of Professional Education.

One of the most difficult elements in change management is establishing two-way communication between the implementation team and stakeholders. You want to ensure you're effectively conveying critical information and receiving valuable feedback. How did you approach this challenge?

David Moore: One key factor in preparing for the merger was assessing the institution's readiness for the level of change anticipated. This involved evaluating the engagement required from operational, technical, and functional teams. Stakeholder engagement was critical, especially in training and preparing them for the changes they could expect.

Change management and communication planning were also pivotal. Effective communication helps stakeholders understand the transition and keeps them informed. Additionally, transition planning and resource allocation were vital. Ensuring we had the right people in the right roles made a significant difference.

Michele Norin: Framing this as an institutional initiative, not just an IT project, was essential. Labeling it as an institutional effort ensured cross-divisional engagement and support, as well as heavy involvement from operational units. Early on, we prioritized building a strong, robust project management office and structure. We also ensured we had a capable lead and a well-rounded team to manage the effort.

Successfully implementing a technology change requires evaluating and updating business processes and assessing organizational impact. What challenges did you uncover through your change management process, and how did you address them?

Theresa Pascoe: Our SIS is a prime example of outdated technology we replaced. Beyond tools, we also uncovered legacy practices—business processes that were outdated or unnecessary. Some of these practices only became apparent as we examined our workflows in preparation for a new system.

This process gave us a valuable opportunity to clean up business practices, identify best practices, and benchmark against peer institutions. For example, we frequently updated our cash management policies over the past few years to prepare for a new SIS.

One misconception we've had to address is that implementing a new system would reduce the need for human resources. In reality, new systems often require more personnel or different skill sets.

Tej Patel: At Stevens Institute, some staff members are juggling dual roles. Change management and readiness are key themes here.

One of the strategies we implemented for our ERP implementation was a "phase 0," focused on readiness in terms of data, processes, and people. This phase lasted about three months and allowed us to lay a solid foundation before starting the information-gathering and architectural stages of the project.

Overcoming resistance to change is a problem that can frustrate even the most accomplished change managers. It requires patience, clear communication, training, and more. How did you get past hesitation and win the support of end users?

Theresa Pascoe: One of the biggest challenges is resistance to adopting new processes. Even those who are excited about a new system or process may encounter resistance once they realize it's not as easy, fast, or intuitive as they initially thought. This creates a push-pull dynamic throughout the project.

We also encounter individuals who resist change entirely, often with the refrain, "This is the way we've always done it." To address resistance, we communicate the "what's in it for me" factor. We work hard to identify the root of resistance—whether it's a lack of time, understanding, or clarity about the purpose of the change—and address those concerns.

For example, during our enterprise performance management (EPM) software implementation last year, we noticed some users were excited about the new technology but struggled with how different it was from their previous Excel-based budgeting model. Initially, the project team considered modifying the system to make it feel more familiar. However, we realized that wasn't the best approach. Instead, we focused on training and showing users the long-term benefits: faster reporting, greater accuracy, and improved processes.

The shift to new architecture required users to adapt, but with proper training and support, they began to see the benefits.

Tej Patel: From an ERP ecosystem perspective, there are some challenges that arise no matter what. First, there's a gap between the perception of modern technologies and the reality of using them. This often doesn't become apparent until implementation begins. It's important to understand how legacy systems were used, identify who will be most impacted, and provide hands-on support for those transitions. Organizational change management is critical here.

Second, reimagining the institutional culture is key. These systems are about much more than technology—they're about driving cultural change. Without transforming the culture and setting the right tone early in the project, challenges can quickly multiply.

For example, consider the user experience. We ensured that everyone impacted, from those processing bills to parents logging into portals, had a voice in shaping the system. Small changes—like making bills easier to read—can have a big impact.

Another major challenge with these projects is balancing timing with thorough process review. As a leader, you need to keep projects moving at a steady pace while setting realistic expectations and ensuring outdated processes aren't adopted into the new system. What were some of your toughest challenges at the intersection of timing and process evaluation?

Michele Norin: This was both a challenge and opportunity for us. We built time into our implementation plans for a process review phase. The processes surrounding the systems are where most of the business impact happens, and it's where we faced tough decisions.

For example, Rutgers had two sets of processes and practices to consolidate and streamline following our merger. Determining which elements to retain and which to discard was difficult and often traumatic for stakeholders. The key for us, although challenging, was identifying when something was truly an exception requiring special accommodation versus when something could be adjusted within the new system to suit our needs.

Another major challenge has been maintaining momentum and engagement. We're ten years into this initiative with five to seven more years to go. Keeping core project teams energized and stakeholders engaged has been critical. Communication plays a huge role here. Despite webinars, newsletters, and other efforts, we constantly hear feedback like, "We don't hear enough" or "We wish we'd known about this sooner."

David Moore: I'd emphasize the importance of allocating sufficient time for business process documentation and review. Transitioning to a new system requires streamlining and consolidating business processes and roles. This is time-consuming but essential for long-term success.

We've also found opportunities by collaborating with technical and functional experts to inventory our current state and plan for the future. Clear communication plans are vital at all levels to help the campus community understand the coming changes and prepare for success.

Lastly, reimagining the future state is critical. As we plan and engage stakeholders, we must keep the long-term vision in mind. Where do we want to be in five or ten years? What do we want others to say about our implementation process? Keeping these goals in sight helps maintain momentum and alignment.

Successful technology transitions are about more than implementation—they're about ongoing support, communication, and continued process improvement. How did you ensure a smooth transition from early decision-making through post-go-live support and beyond?

Michele Norin: I feel like we're always on a learning curve when it comes to effective implementations. A key practice for us has been reviewing what went well—or more importantly, what didn't go well—and using those lessons to adjust for the next implementation.

Communications and change management are crucial to this process. It's also important to define what a successful transition looks like, which can vary depending on the context. For example, some implementations are measured by how quickly they're completed, while others are driven by immediate needs.

One example of success for us was consolidating from five learning management systems (LMSs) to one. This was a significant transition, but it went smoothly, partly due to external factors like the COVID-19 pandemic. When we went remote, many who had resisted the change to Canvas were suddenly motivated to adopt it. This helped us overcome the final hurdles.

Leadership awareness is also critical. Understanding the risks and challenges allows us to address concerns proactively. Transitioning to new systems is complex, but having confidence in the process and working through issues as they arise helps us succeed.

David Moore: Transition planning doesn't end with implementation. It continues into post-go-live phases, such as stabilization and optimization.

A key element is thorough testing and user training. Having a diverse group of end users involved in testing helps identify issues early. Providing ample time for training ensures that both technical teams and end users understand how the system impacts their workflows.

Finally, having a clear vision for the future state is important: imagining where we want to be in five or ten years and aligning our efforts to achieve that vision. By keeping this long-term perspective, we can maintain momentum and motivate stakeholders.

Theresa Pascoe: Investing time upfront is invaluable. It might feel like you're spending too much time on decisions early on, but it pays off in the long run. Trying to make changes midstream during the architect or testing stages is much harder and riskier.

At Stevens, we had an accelerated rollout for our EPM software to meet a budget deadline. While the implementation went well overall, we didn't have time to incorporate forecasting, which we've since rolled into our ERP implementation. This highlights the importance of careful planning and realistic timelines.

Another point I'd like to stress is the importance of adequate backfill. I've experienced both well-staffed and under-staffed implementations, and the difference is significant. If you can afford it, invest in backfill staffing. This ensures team members can focus on training and project work without neglecting their daily responsibilities.

Tej Patel: First, it's crucial to have a solid decision-making framework in place. This ensures clarity and consistency throughout the transition process.

Second, it's important to recognize that 100 percent success is unrealistic for any ERP or technology transformation project. These efforts are journeys, not destinations, and require flexibility and continuous learning.

Third, consider the "politics of technology" within your institution. Aligning your rollout with fiscal timelines or other institutional milestones can help minimize disruptions. For example, planning around year-end audits or major academic events can make a big difference.

Finally, transitions are an opportunity for upskilling and reskilling. Many team members are eager for new challenges and career growth. Identifying these individuals and empowering them to become project champions can drive success.

The most important component of any change management process is the people. As leaders, how did you build a culture of respect and teamwork to maintain momentum throughout the project?

Michele Norin: Find moments to celebrate success. Celebrating milestones can help maintain momentum, especially after overcoming disruptions or hurdles. Determine the level of information that's helpful for executive leadership to keep them connected to the project. We've experimented with various approaches, and while it's great that we have executive sponsors, keeping the rest of the cabinet informed is equally important.

David Moore: The project doesn't end with implementation. Always think about the long-term goals and the next phases. Communication is critical. Even when you think you've communicated enough, keep communicating. Saying it multiple times in different ways is the key to success.

Tej Patel: Focus on people and their well-being. These projects are long-term, and keeping people engaged and happy is critical.

Taking a phased approach is important. In complex or decentralized organizations, a phased rollout can help win people over gradually.

Theresa Pascoe: Include key stakeholders as early as possible. Where it makes sense, try to identify and involve those who might be the most resistant. Getting them on board early can help with buy-in.

And while it has already been said, one point bears repeating: Communication is the biggest factor. It's crucial to have a clear communication plan that details the timing of messages, who the audience is, and what the content of the messages will be. Those of us who are deeply involved in the project can sometimes forget that others don't know everything we do. Most of the time, people would rather hear too much than too little.

10 Keys to Success

Our discussion with these leaders surfaced valuable insights and set the stage for some practical takeaways. If your institution is preparing for a major technology change or update, here are ten key considerations to keep in mind for a successful implementation.^Footnote2

1. Establish strong executive sponsorship: Buy-in at the top can go a long way toward "removing barriers" to implementing changes and can help ensure the initiative is an institutional priority—not just an IT project.^Footnote3 Work with executive sponsors to determine the institutional drivers for the project. Clearly define how the executive sponsor will advocate for project outcomes and make decisions about institutional resources, risk, and messaging. Determine communication and check-in methods with executive sponsors that also include institutional leaders and the board. Identify the leaders across campus who can help rally stakeholders around your initiative and empower them with tools and knowledge to be effective advocates. Help them buy into the "why" of the project: How will this change benefit the institution? Check in with institutional leaders regularly to understand and neutralize speed bumps before they become larger roadblocks to success. (Note: Executive sponsors should not be members of the board. You want hands-on leaders with decision-making authority who can earn the trust of stakeholders and end users.)
2. Get your governance on track: An effective governance model may have a couple of layers that serve as critical mechanisms for bridging executive sponsors, project management, stakeholders, and the user community. The model should use working groups to elevate issues to governance to ensure stakeholders and users are included, decisions are transparent, and issues are understood collectively. Effective governance keeps the project moving and facilitates good decision-making for the institution.
3. Prioritize project management: If possible, create a dedicated project management office or other formal project management structure to keep the project on schedule. If project management falls to the team doing the implementation, the likelihood that steps get missed increases dramatically. Project managers should be empowered to manage up, down, and horizontally to keep the many moving parts aligned. Good project managers can outline who the decision-makers are, what the communication path should be, and more. Utilize these leaders to set expectations so everyone on the project team knows their role and how they work together.
4. Evaluate operational, technical, and functional readiness: An important part of readiness is considering the current and future state in terms of data, processes, and interwoven technologies. What readiness measures must the project address in terms of data, interwoven technologies, and changing roles for functional, technical, and user communities for the effort to be successful?
5. Leverage the change to eliminate outdated practices and habits: Include a process review phase to ensure that legacy processes are left behind. This phase helps to ensure that you don't use the new system in the same way as the old one. Reviewing, streamlining, and consolidating business processes and roles before transitioning to a new system is critical. Addressing process changes during the fast pace of implementation becomes impossible once the many moving parts are being configured.
6. Over-communicate. . . . And then communicate some more: How, where, and with whom you communicate should be outlined in a communication plan as part of your overall change management process. Stick to your plan and make sure you spread your message through the right channels and people. Communication planning should begin before the project kicks off and should extend several months after the go-live date. Repeat your message early and often. Important points often take multiple recitations before they sink in. Create a communications project role that collaborates with institutional marketing and communications teams, freeing the project manager from this work.
7. Speak in terms of benefits to end users: Identify stakeholder pain points and emphasize how the change will ease these burdens. Recognize that everyone affected will be at different stages of embracing change, and you'll need to be intentional about building support and enthusiasm. Use plain language to describe the ways in which the change will benefit their work. Use your governance framework and leverage sponsors from different areas of your institution to help engage end users more effectively.
8. Roll out changes in phases: After each phase is complete, reflect on what went well, what went poorly, and what you can learn as you begin the next phase. Build in dedicated time for iterative learning during each phase and emphasize (and reward) constant improvement throughout the change process.
9. Develop a resource and training strategy: During a technology change implementation, ensure adequate staffing to cover both the changes being made and your team's daily operations. Rolling out major changes can be a full-time job. Asking employees to facilitate the change while also juggling the work they were already doing is a recipe for burnout. Something will have to give. Seek executive sponsor support for placing holds on any changes to existing operations to help cut down on team and institutional change fatigue and to help carve out capacity to focus on the project.

Of course, developing the capacity and skills to operate within the new system will be key to its successful implementation. Develop a training plan that addresses all role changes for the new system. Leaders, technical users, functional users, and community users will all need training resources to adjust to new ways of working.

10. Celebrate milestones, not just the result: Keep morale high by recognizing the accomplishments of your team and their contributions to the success of the project. Again, build in time to reflect and celebrate throughout the process. It can seem counterintuitive to pause when implementing major changes, but allowing time for the team to renew and regroup can actually keep projects running much smoother, thereby saving time.

Notes

1. ChatGPT-4, response to "Help organize the speakers' key points into a list," OpenAI, February 14, 2025. Jump back to footnote 1 in the text.↩
2. If you're interested in exploring specific approaches to change management in depth, check out John P. Kotter, The 8 Steps for Leading Change(Kotter International, 2019); The Prosci ADKAR® Model,Methodology, n.d., accessed March 11, 2025; or Ann Salerno and Lillie Brock, The Change Cycle™,CMMC Inc., n.d., accessed March 11, 2025.Jump back to footnote 2 in the text.↩
3. Kotter, 8 Steps for Leading Change. Jump back to footnote 3 in the text.↩

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Cathy Bates is a Senior Principal and Associate Partner at Vantage Technology Consulting Group.

Susan Featherston is a Senior Strategic Consultant at Vantage Technology Consulting Group.