Change That Sticks: Building Ownership and Driving Results with ADKAR
The Situation
As a Programme Manager for the EMEA region at Kantar, I was tasked with leading a major initiative aimed at improving operational performance. The goal was to increase the conversion metric from 29% to 36% across the region by improving delivery processes, embedding new behaviours using the ADKAR change management framework. It required cross-regional collaboration, behavioural change, and strong stakeholder engagement.
The Task
I knew that success wouldn’t come from top-down directives alone. My goal was to create a sense of shared ownership, empower local teams to lead the change, and embed new ways of working that would stick beyond the life of the project.
The Action / Approach
To drive the initiative, I established a network of country-level ambassadors who acted as local change agents.
I followed the ADKAR framework (= Awareness, Desire, Knowledge, Ability, Reinforcement) to improve fieldwork conversion rates:
Awareness: I co-hosted a number of meetings including a regional town hall with SMEs to explain the impact of low conversion rates on cost and respondent retention.
Desire: I worked with team leaders to create performance scorecards that tracked individual contributions to improvement, which were then used in performance reviews.
Knowledge: We set up a weekly audit process led by regional champions to identify underperforming projects and classify root causes.
Ability: We delivered targeted 20-minute training sessions focused on specific issues, supported by practical materials and SME guidance.
Reinforcement: We maintained weekly audits and follow-ups, ensuring continuous support and accountability.
Throughout the project, I made it a priority to recognise and elevate the contributions of local ambassadors, reinforcing their role as leaders of change.
The Result
The initiative exceeded expectations. It enabled the EMEA region to exceed its annual KPI within six months and hit a new stretch target just four months later.
These experiences reinforced that sustainable change happens when people feel ownership and are empowered to lead. By creating space for collaboration, listening to local insights, and providing the right support structures, I was able to drive meaningful, lasting improvements. It also showed me the power of structured change frameworks like ADKAR when paired with a human-centred, inclusive approach.
