What are the main challenges of leading organisational change processes in a large company like Vivo?
One of the main challenges is managing the simultaneous nature of change in a large-scale environment like Vivo, where multiple initiatives run in parallel and compete for people’s attention. This requires a systemic approach to avoid overload, fatigue and loss of focus.
Another key challenge is adapting the change strategy to very diverse audiences, whilst respecting different operational contexts and levels of maturity. When these factors are addressed from the outset and the purpose of the change is clearly communicated, buy-in increases and adoption becomes more predictable and sustainable.
What key skills does a change management leader need to successfully drive organisational transformation?
In addition to methodological knowledge, I consider three competencies to be essential: active listening, strategic communication and systems thinking. Change management requires understanding what lies behind people’s reactions, translating strategy into clear messages and anticipating impacts beyond the project.
It is also vital to combine human sensitivity with analytical skills, using data on perception, commitment and adoption to guide decisions. This balance enables more effective action during the Knowledge and Ability stages of the ADKAR model, accelerating learning and reducing implementation risks.
How to manage employee resistance to change: effective change management strategies?
In my experience, resistance is rarely direct opposition; it is usually linked to a lack of clarity, security or trust. Therefore, the first step is to understand its source and create genuine spaces for dialogue and listening.
Strategies such as early involvement, targeted communication and support from local leaders and influencers strengthen the desire for change. When people feel part of the process and can visualise concrete benefits, resistance diminishes and change becomes more viable and legitimate.
Which methodologies and tools are most effective for organisational change management (such as ADKAR)?
I structure change management by combining methodologies such as ADKAR with agile practices in planning, communication and co-creation. I use stakeholder maps, impact analyses, targeted communication plans and perception surveys to support decision-making throughout the process.
Measurement goes beyond deliverables: I track indicators such as clarity, commitment, adoption and continuous feedback. This ensures the necessary reinforcement to sustain change over time and guarantee that the investment made translates into real value for the organisation.
How can the impact and success of a change process within an organisation be measured?
Measurement goes beyond deliverables: I track indicators such as clarity, commitment, adoption and continuous feedback. This ensures the necessary reinforcement to sustain change over time and guarantee that the investment made translates into real value for the organisation.
What are the current trends in change management and organisational transformation in large companies?
I see change management evolving from a one-off initiative towards an ongoing organisational capability, increasingly integrated with product management, the employee experience and corporate culture. Change ceases to be an isolated event and becomes part of the operating model.
Another key trend is the more structured use of data to guide decision-making, combining adoption metrics with behavioural indicators. In this context, change management is establishing itself not only as a discipline supporting projects, but as a benchmark for developing people’s ability to adapt, making the organisation more resilient and better prepared for future transformations.
