① 70% of transformations fail not because of the strategy, but because the human factor is overlooked— change management remains the primary variable in project budget adjustments.
② AXA has built a decentralized network of change ambassadors across 9 divisions and 12 countries, based on the ADKAR method, to transition from ad hoc, reactive change to a permanent organizational capability.
③ Parfums Christian Dior (LVMH) has made a commitment to put HR back at the heart of transformations: a hybrid HR × Business Transformation role, involvement at key moments, and individual coaching for program directors.
④ The real obstacle to adoption isn’t resistance from teams—it’s resistance from middle management, even when senior leadership is fully on board.
⑤ The program manager is in a high-profile, high-pressure role and is prone to doubt: they need specific support—regarding sponsors, change management, the project team, and the “what comes next” phase.
Ninety percent of executives say that transformation is their priority. Seventy percent of these transformations fail. This is not a paradox—it is a problem of human execution. Strategy is rarely to blame. It is the human factor—neglected, underfunded, treated as an adjustment variable—that causes projects to fail.
On June 30, 2026, FocusTribes brought together two companies with radically different cultures—AXA, the world’s second-largest insurance company, and Parfums Christian Dior, the LVMH Group’s fashion and fragrance house—for its TransfoLab #4, united by a shared conviction: transformation succeeds when people come first.
Two complementary perspectives, two distinct angles. AXA on structuring large-scale change management—how to make change a permanent capability within an organization of 147,000 employees spread across 94 countries. Parfums Christian Dior on the role of HR in transformations—how to re-engage a function that is too often confined to administrative tasks and place it at the heart of projects that are reshaping the company.
This article summarizes the key takeaways from the evening. It follows previous TransfoLab sessions: governance and transformation at Ubisoft and Coty, the integration of AI in large corporations at PepsiCo and L’Oréal and Centralize, decentralize, pool at Lagardere Travel Retail.
I- The Human Factor: the blind spot of transformations
Transformations do not fail because the strategy is flawed—they fail because people are treated as mere variables to be adjusted. The 2023 Prosci figures provide an exact measure of this.
Both speakers reached the same initial conclusion, backed by data. According to the 2023 Prosci studies—the global benchmark for change management— 70% of transformations fail —rarely because of strategy, but almost always because the human factor has been sidelined. At the same time, 53% of employees report feeling exhausted by transformations that come too close together (PwC), and 71% say they are fed up with constant change.
The consequences are measurable: disengagement, turnover, and superficial adoption. Projects are deployed technically but not adopted operationally. The expensive tool is abandoned. Expected results are not achieved. Frustration sets in on both sides.
Yet solutions do exist. Prosci reports a 73% success rate when executive sponsorship is active and genuinely committed. And when change management is combined with project management, the success rate reaches 88%—seven times higher than without support (13%).
“There’s no getting around it today: change management is a strategic lever within the company. It’s not something we can afford to ignore.” — Our speaker from AXA
II- AXA: making change a permanent organizational capability
With a workforce of 147,000 employees spread across 94 countries, AXA has developed a structured approach: a trio of essential roles, the ADKAR method as a common language, and a decentralized network of change ambassadors that makes change proactive rather than reactive.
The essential trio: Sponsor, Transformation Manager, Change Manager
The first building block of AXA’s framework rests on a simple principle that is rarely applied with rigor: every transformation program is systematically assigned three distinct and complementary roles.
The Sponsor champions the vision and acts as an arbiter. Without a truly committed sponsor, the program will not succeed—active sponsorship boosts the success rate to 73%. The Transformation Manager steers the project: planning, resources, budget, deliverables, and scope. It is rigorous execution that keeps the project on track. The Change Manager assesses the impacts on the organization, processes, and skills, as well as the risks and support needs. This role ensures actual adoption.
“The combination of all three—never one without the others—drives transformation within the organization.” — Director of Transformation & Change
The distinction between the last two roles is often blurred. At AXA, it’s clear: the Transformation Manager manages the project, while the Change Manager manages the project’s human impacts. These are two complementary roles, not interchangeable ones.
The ADKAR Method: a common language for the entire network
To equip the entire initiative, AXA has adopted Prosci’s ADKAR method, which outlines the five stages every individual goes through when facing change. Awareness—understanding why the change is necessary. Desire—wanting to commit to it. Knowledge—acquiring the knowledge needed to change. Ability—transforming knowledge into practical skills. Reinforcement—consolidating the change to ensure it is sustainable over the long term.
The benefit of this common method is that it creates a shared framework for all change stakeholders, from central change managers to local ambassadors. Everyone speaks the same language to identify resistance and propose appropriate solutions.
From Ad Hoc Change to a Decentralized Network of Ambassadors
The initial approach—assigning one central change manager to each program—revealed its limitations. Resistance was only detected at the go-live stage. By the end of the program, the skills acquired were not being leveraged. Each new transformation had to start from scratch.
The solution: build a decentralized network of change ambassadors based in the 9 functional divisions and 12 countries. These volunteers (devoting about 10% of their time), trained in the ADKAR method, map out local resistance before deployment and convey messages in both directions—top-down from management and bottom-up from the teams.
“People need to become agents of change—not just endure it.” — Director of Transformation & Change
The return-to-office initiative illustrates this clearly: before the new remote work policy was rolled out, the ambassadors mapped out the specific types of resistance by country—which differed in Germany, the United Kingdom, and Spain. These insights made it possible to adapt communication and action plans before resistance flared up.
The three-phase transition: One-time → Permanent (change becomes embedded in roles, not in projects). Reactive → Proactive (resistance mapped out before go-live). Starting from scratch → Cumulative (the network grows and builds on each transformation).
The real obstacle: middle management, not the teams
A counter intuitive lesson from this experience: in organizations that are mature in managing change, resistance no longer comes from frontline teams. It comes from middle management.
“Today, I don’t face resistance from employees. I face resistance from middle management—even when the head of the unit is on board and says, ‘This is great.’” — Director of Transformation & Change
The reason is structural: in a context of shrinking resources and multiplying priorities, middle management is caught in a vise between conflicting demands. The most effective solution: make participation in transformations part of managers’ performance goals and evaluations. Without this integration into formal recognition mechanisms, even the best change initiative will run into a wall of polite resistance.
III- ParfumsChristian Dior: putting HR back at the heart of transformation
In a luxury house undertaking multiple transformations simultaneously, Dior took a gamble: re-engaging HR in projects, formalizing a dedicated hybrid role, and coaching program directors on the human aspects that their project teams do not cover.
The 4 “people” challenges that no transformation can ignore
Our speaker from Dior began her presentation by mapping out the four structural issues that every program director faces.
1. The multiplicity of transformations. A single business unit undergoes several change initiatives simultaneously, which are rarely coordinated. The individual’s perspective—how this change fits with the others within my scope—is often invisible from the project’s vantage point.
2. Project boundaries. The project manages communication and training, then stops at go-live. Middle management and HR remain insufficiently involved. The result: adoption lags behind.
3. Interests and career paths. A lengthy transformation spans the duration of a typical job tenure (three to five years). This gives rise to doubts, concerns about skills, and desires for career mobility that go unaddressed by the project team.
4. Care after “hypercare.” When project resources are withdrawn, adoption isn’t always secured. The tool is neglected, expected results aren’t achieved, and frustration sets in. The post-go-live phase is structurally neglected.
“After hypercare comes care: supporting people well beyond go-live, so that the transformation truly takes hold.” — HR Business Transformation Manager
The 3 HR initiatives undertaken at Parfums Christian Dior
Strategy 1 — Re-engage HR at key moments. HR is integrated into project kick-offs, impact analyses (using the ADKAR framework), the on-the-ground deployment phase, and the post-hypercare phase: debriefing on the impact on employees, an HR support plan if headcount or skills are affected, revision of job descriptions as needed, a feedback mechanism and corrective action plan during the hypercare phase, and sharing of lessons learned for future transformations.
Challenge 2 — Formalize a hybrid HR × Business Transformation role. Based within the HR department for institutional legitimacy, Prosci-certified, and fluent in project terminology, this role acts as a mediator between business units, project teams, and the HR function. It includes a post-launch “after-sales service” mission: auditing transformations that have gone awry, identifying the causes, and proposing corrective plans.
“We want hybrid professionals who know how to transform day-to-day business operations and who care about people.” —Head of HR Business Transformation
Challenge 3 — Coaching program managers. Program managers are rarely change management experts—they’re appointed for their business or project expertise. Individual coaching provides them with what the project doesn’t cover: mapping out their allies, preparing for Executive Committee meetings, managing team tensions, addressing “psychological ownership,” and anticipating what comes next.
Behind every project lies, first and foremost, a challenge of organizational and human transformation.
Aligning functions, structuring governance, and getting teams on board: that’s where success is determined.
FocusTribes consultants support executive leadership through these digital transformation programs and other complex initiatives.
IV- Supporting the leader driving the transformation
The program director is in a high-profile role, under constant pressure, prone to doubt, and must stay the course. They need specific support—distinct from that provided to teams—across four areas that their role demands but for which they often haven’t been prepared.
Four challenges unique to the Program Director
Managing a diverse group of sponsors whose interests may diverge. How can consensus be reached? How can one maintain a bird’s-eye view while immersed in day-to-day operations? The solution lies in systematically establishing a position before every major decision, identifying allies, and building a coalition of sponsors.
Leading change without being an expert in it. Most program directors are appointed for their business or project expertise—not for their mastery of change management. They need a practitioner’s toolkit (understanding change, measuring impact, defining a strategy, executing, and reinforcing) and a network of certified change agents to rely on.
Keeping project teams engaged over several years. A lengthy transformation leads to burnout, demotivation, and career doubts. Regularly measuring engagement (ADKAR surveys, project-specific Net Promoter Score (NPS)-style surveys, and “temperature checks”), providing individual support, and identifying psychosocial risks are levers that the project alone cannot activate.
Envisioning the next step in one’s career. A three- to five-year transformation consumes a significant portion of a professional career. The question of what comes next—what skills have I acquired, which ones are transferable, what do I want to do next—is often pushed aside until burnout sets in. The program director’s IKIGAI, the three drives (stimulation, recognition, structure), and the twelve transferable skills identified at Dior provide a framework for anticipating this transition.
“Behind every transformation lies a profoundly human profession—one that doubts, that puts itself on the line, and that must stay the course.” — TransfoLab Notebook #4, FocusTribes
What this means for freelance consultants
For independent consultants supporting transformation programs, these insights have practical implications. The ability to integrate change management with project management, to coach sponsors, and to account for the HR dimension is no longer just a “plus”—it’s a competitive differentiator. Organizations that structure their change initiatives—such as AXA or Dior—are looking for hybrid professionals capable of understanding both the business and the people who bring it to life. FocusTribes specifically supports these professionals within its community of change management and transformation experts.
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V- FAQ - Change Management and organizational transformation
Five frequently asked questions from executives and consultants about change management, the ADKAR method, and HR’s role in major transformations.
Why do 70% of transformations fail?
According to Prosci’s 2023 studies, transformations rarely fail because of strategy—almost always because the human factor is neglected. Change management remains the primary variable in project budget adjustments, treated as an optional expense rather than a strategic lever. Yet excellent change management increases the chances of achieving transformation goals sevenfold (an 88% success rate versus 13% without support).
What is the ADKAR method, and how can it be applied in a business setting?
ADKAR is the change management model developed by Prosci. It describes the five stages every individual goes through when facing change: Awareness (understanding why), Desire (wanting to commit), Knowledge (acquiring the necessary knowledge), Ability (turning knowledge into practical skills), and Reinforcement (consolidating the change to ensure it takes hold). Its practical value: it allows for a precise diagnosis of the stage at which an individual or team is stuck, and enables support to be tailored accordingly. AXA uses it as a common language across its entire network of change ambassadors.
How should change management be structured in a large, multi-country organization?
AXA’s approach is based on three pillars: a trio of essential roles—Sponsor, Transformation Manager, and Change Manager—whose combined use raises the success rate to 73%. A decentralized network of change ambassadors in every division and every country, enabling circular communication—both top-down and bottom-up—and proactive mapping of resistance before deployment. And a common methodology (ADKAR) that enables each new transformation to start from a higher level of maturity than the previous one.
What is the role of HR in a digital or organizational transformation?
Too often confined to an administrative role limited to communication and training, HR has a strategic role to play in transformations. At Parfums Christian Dior, three key initiatives were undertaken: re-engaging HR at key project milestones (kick-off, impact analysis, hypercare, post-launch support), creating a Prosci-certified hybrid HR × Business Transformation role tasked with post-launch monitoring, and coaching program directors on the human and career aspects not covered by the project team.
How can you get middle management on board with a transformation?
Middle management is often the main obstacle to adoption, even when senior leadership is on board. Two factors are crucial: incorporating participation in the transformation into the objectives and performance evaluations of the managers involved, and ensuring that the executive sponsor clearly resolves any conflicts of priority. Proactively mapping out areas of resistance by business unit or country—carried out prior to deployment with the help of change ambassadors—also makes it possible to anticipate local points of friction and adapt the support plan before go-live.
Two companies, two cultures, two scales—but one shared conviction: transformation succeeds when people come first.
AXA has translated this into an organizational architecture: a trio of roles, a shared methodology, and a decentralized network of ambassadors that makes change proactive, ongoing, and cumulative. Parfums Christian Dior has translated this into an HR initiative: re-engaging a function that had been too focused on administration for too long, creating a hybrid role to bridge the gap between business units, and providing individualized support to those driving the transformations.
What these two case studies ultimately reveal is that an organization’s maturity in terms of transformation is measured less by the quality of its strategy than by its ability to engage people—truly and sustainably—by treating them as active participants rather than mere variables to be adjusted.