OCM Is Risk Management: How Human-Centered Strategies Reduce Failure Rates in Modernization Projects
Technology modernization projects rarely fail because of the technology itself. They fail because people are not prepared, supported, or motivated to use new tools in ways that change outcomes. Despite the billions of dollars invested each year in system modernization across the public sector, the biggest barrier to success is not poor functionality or flawed technical design. It is the human side of change.
This reality is reflected in nearly two decades of research. Studies suggest that up to 70% of large-scale change initiatives fall short of their goals, and the leading causes are tied to low user adoption, lack of buy-in, and insufficient support during the transition. In other words, even the most advanced technology cannot deliver value if the people using it are not ready for change. Modernization succeeds only when organizations address the human experience as intentionally as the technical one.
When People Struggle, Modernization Stalls
Every modernization effort introduces some level of disruption. New workflows, unfamiliar interfaces, and shifting expectations require employees to rethink how they do their jobs. Without structured support, this disruption becomes a source of frustration and risk.
Common failure points include:
- Unclear expectations, leaving staff unsure what will change and why.
- Insufficient training, resulting in low confidence and inconsistent use of the system.
- Lack of buy-in, especially when users feel their needs were not considered.
- Change fatigue, caused by multiple initiatives competing for attention.
- Fear of new processes, including worries about job security or performance.
- Workflow disruptions that make daily work harder, not easier.
When these human-centered risks go unaddressed, adoption drops. Workarounds return. Frustration rises. And organizations quickly realize that technology alone does not transform service delivery—people do. If the workforce is overwhelmed, uncertain, or disengaged, even the most innovative system cannot succeed.
This is why Organizational Change Management (OCM) is not simply a companion to modernization. It is its foundation.
OCM as a Critical Risk-Management Strategy
The reality behind OCM is rather simple: people cannot embrace change if they do not understand it, trust it, or feel equipped to navigate it. When implemented strategically, OCM mitigates nearly every major risk in a modernization project.
Thoughtful OCM work begins long before implementation. Early stakeholder engagement helps agencies identify concerns, surface pain points, and build shared ownership of system design. Clear communication planning ensures the workforce receives timely, consistent updates about what is coming and why it matters. This both reduces anxiety and builds trust.
As modernization progresses, training becomes one of the most powerful levers of success. Effective training is more than a single classroom session. It includes hands-on practice, scenario-based learning, tailored materials for different roles, and opportunities for users to build confidence through repetition.
Once the system goes live, reinforcement is just as important. Coaching, help-desk support, office hours, and on-the-job guidance enable new habits to take root. This sustained support is often the difference between short-term compliance and long-lasting adoption.
Successful OCM strategies include a sustainable long-term plan—a roadmap to ensure improvements continue beyond go-live and that new hires, new workflows, and new policies remain aligned with the system’s intended outcomes.
OCM Enables Modernization That Actually Works
OCM is not about making people comfortable for the sake of comfort. It is about ensuring modernization delivers measurable value.
When agencies embed OCM from the beginning, they:
- Reduce implementation delays by anticipating and addressing resistance early.
- Minimize rework caused by inconsistent adoption or misunderstood workflows.
- Lower training burdenthrough clearer communication and better preparation.
- Protect their technology investment by ensuring new tools are used as intended.
- Strengthen staff satisfaction and retention, making modernization sustainable.
Perhaps most importantly, OCM increases the likelihood that new systems will actually be used to their full potential. Technology becomes not just deployed, but embraced.
CITI’s Human-Centered Approach to Modernization
At CITI, we believe that successful modernization requires more than technical expertise. It requires empathy, partnership, and a deep understanding of how public-sector work gets done. CITI integrates human-centered OCM practices into every modernization initiative, helping agencies communicate effectively, prepare their workforce, reduce resistance, and build the confidence needed for long-term transformation.
We partner with agencies to ensure that modernization uplifts the workforce instead of overwhelming it—because when people feel supported, technology succeeds.