What is a change manager? A change manager leads change initiatives within a company, creating strategies to help employees adapt to changes in technology, structure, processes, policies etc. They collaborate with stakeholders, monitor progress and address the human impact to facilitate transitions and minimise resistance. Grow your skills
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What do change managers do? Roles and responsibilities of a change manager What are some important tools for change managers? What are different types of change managers? What are the qualities of a high-performing change manager? What is the difference between a change manager vs. a release manager? What is the difference between a change manager vs. a project manager? What are typical career paths for change managers? Why are change managers important? What are challenges faced by change managers? What are the goals of a change manager? What roles are included in change management teams? How much do change managers make? How to become a change manager? Become a change manager with ServiceNow

Change management as a formal discipline began in the mid-20th century, evolving from organisational development practices. Kurt Lewin's "unfreeze-change-refreeze" model in the 1940s laid the groundwork by emphasising the preparation, implementation and sustaining of changes. Later frameworks like John Kotter's 8-step process refined these practices, focusing on strategic leadership and the people side of change. Today, change management addresses the complexities of business transformations driven by technological advancements and market shifts.

In modern organisations, change management involves transitioning individuals, teams and processes to achieve a desired future state. Change management in IT focuses more specifically on navigating the complexities of digital transformations, ensuring seamless integration of new technologies and maintaining operational stability during IT infrastructure changes. Change managers develop and implement strategies to ensure these transitions align with business goals and minimise resistance. They work closely with senior leaders, project managers and stakeholders to manage the human aspects of change, providing communication, training and support.
Expand All Collapse All What do change managers do?
Change managers play the most central role in guiding organisations through transitions and ensuring effective adoption of ideas—be they processes, technologies, policies or organisational changes, or even unplanned changes necessitated by unexpected events or problems. Their job involves developing strategies, managing communications, and supporting employees through these sometimes-turbulent transitions. Change managers work closely with stakeholders at various levels to align change initiatives with the organisation's goals.
Roles and responsibilities of a change manager

A change manager's job includes several key responsibilities aimed at ensuring successful transitions within an organisation. By fulfilling these responsibilities, change managers ensure that all changes are implemented effectively, with minimal disruption and maximum benefit to the company and its employees. Specifically, the change manager may be tasked with:

  • Navigating requests for change 
    Change managers process requests for change (RFCs) by aligning them with the company's strategic objectives. In IT, change managers handle RFCs by ensuring new technologies or processes likewise address company needs and support established goals, often through improving system performance, enhancing security or updating software applications. This requires understanding the broader impact of each change and ensuring it adds value to the organisation. 

  • Supporting communication efforts 
    They design, develop and manage communications related to change initiatives. Effective communication is essential for ensuring all stakeholders are informed and on board with the changes. 

  • Conducting transition management 
    Change managers conduct impact analyses, assess change readiness and identify stakeholders. IT change managers focus on how proposed changes will affect system performance, user access and security protocols. They assess the readiness of IT teams and identify key stakeholders like system administrators, developers and end-users. This typically involves creating detailed plans to support the transition and managing the change process from start to finish. 

  • Performing conflict resolution 
    Conflicts often arise during change initiatives. Change managers act as mediators, resolving disputes and aligning different viewpoints with the organisation's goals through diplomacy and understanding. 

  • Assessing the impact of changes 
    They conduct thorough impact assessments to understand how changes will affect the organisation. This involves identifying potential risks and developing mitigation strategies to address them. 

  • Assisting with training 
    Change managers support the design and delivery of training programmes to ensure employees are equipped with the skills needed to adapt to changes. They provide input and document requirements to facilitate effective training. 

  • Chairing the change advisory board 
    Change managers lead the change advisory board (CAB), guiding discussions about potential changes and ensuring informed decision-making. This forum is crucial for balancing potential risks and rewards of proposed changes.
What are some important tools for change managers?

Change managers have a lot of responsibilities, and they rely on digital solutions to help them accomplish more with their valuable time. These tools help change managers plan, execute and monitor changes across an organisation. Below are some of the kinds of tools that every change manager should be familiar with:

  • ITSM 
    Modern IT service management (ITSM) systems come equipped with change management modules that record all relevant information about a change and track its progress through the change management process.

  • Risk assessment 
    Risk assessment tools help change managers identify and analyse potential risks associated with changes, giving them the power to develop targeted mitigation strategies to minimise impact.

  • Project management 
    For large-scale changes, project management tools are essential for ensuring that changes are delivered on time and within budget.

  • Scheduling tools 
    These tools enable change managers to automate the scheduling of changes, ensuring they are released into the production environment at the right time to minimise disruption.

  • Decision matrices 
    Decision matrices assist change managers in making complex decisions by systematically evaluating different options and outcomes, helping to ensure that the best course of action is chosen for each change.
What are the different types of change managers?

Just as there are distinct kinds of change that may face an organisation, there are various specialties within the umbrella of change management. The following roles allow change managers to focus their unique abilities on specific kinds of change: 

 

  • Change adoption specialist

    Change adoption specialists ensure that new systems, technologies or processes are successfully adopted by users within an organisation. This role focuses on guiding teams through the transition period, ensuring minimal disruption and maximising user engagement with the new solutions.

 

  • IT change manager 
    The IT change manager takes responsibility for change initiatives related to the introduction or modification of IT systems, software applications and network infrastructures. This role involves ensuring that these changes are implemented smoothly, with minimal disruption to operations. 
     

  • Strategic change manager 
    Strategic change managers help align change initiatives with an organisation's long-term vision, focusing on high-level planning to support broader business objectives. They collaborate closely with senior leadership. 
     

  • Transformational change manager 
    These professionals lead large-scale, radical changes that fundamentally reshape an organisation, handling complex initiatives and helping inspire employees through major transitions. Transformational change managers work with cross-functional teams to integrate changes across all levels. 
     

  • Project change manager 
    Project change managers are experts in managing change initiatives that take the form of projects—planning, executing and closing change projects within deadlines and budgetary constraints. Project change managers work alongside project teams, stakeholders and sponsors. 
     

  • Organisational development manager 
    Focusing on the human side of change, these managers enhance company culture, develop talent and improve employee engagement. They work alongside HR and learning teams to design and implement programmes to prepare the workforce for change. 
     

  • Operational change manager 
    Specialising in day-to-day implementation, operation change managers focus on process improvements, technology adoption and workflow adjustments. They ensure changes are executed effectively within teams, working closely with front-line employees and middle management. 
     

  • Change communication manager 
    Change communication managers are responsible for crafting and disseminating messages to support buy-in and reduce resistance. They focus on creating clear and consistent communication, developing strategies to convey benefits and rationale and maintaining transparency and trust during transitions.
What are the qualities of a high-performing change manager?

If you are interested in becoming a high-performing change manager, you will need to develop a blend of technical and interpersonal skills—all of which are crucial for effectively managing change initiatives, addressing resistance and ensuring frictionless transitions. Technical skills (also called hard skills) allow change managers to apply structured methodologies and utilise relevant tools, while interpersonal skills (also called soft skills) help them lead teams, communicate effectively, and understand organisational dynamics.

Essential skills for change managers include:
Change managers soft skills

High-performing change managers must possess a variety of business-essential soft skills that enable them to navigate complex human dynamics and drive successful change initiatives. 

  • Communication 
    Effective communication ensures clarity, keeps stakeholders informed, and builds alignment around change initiatives. 
     

  • Project management 
    Change managers must be able to guide change projects effectively. Coordinating multiple moving parts, timelines, and stakeholders is key to executing changes without creating disruptions.  
     

  • Time management 
    Change managers must prioritise tasks and manage deadlines to ensure changes are implemented within established timelines and that any delays are quickly addressed and minimised.  
     

  • Strategic vision 
    The ability to see the bigger picture and align change initiatives with long-term organisational goals is essential for ensuring that changes are meaningful and sustainable. 
     

  • Leadership 
    Strong leadership skills help inspire and motivate employees, manage resistance and guide teams through the change process. Effective leaders can build trust and foster a positive environment for change. 
     

  • Understanding of organisational behaviour 
    Knowledge of how individuals and groups behave within an organisation makes it possible for change managers to address questions, manage resistance and implement changes that align with the organisation's culture and values. 
Change managers technical skills

In addition to soft skills, change managers need specific technical skills to effectively govern and implement change initiatives. This is especially important for IT change managers, who must demonstrate effective knowledge relevant to specific IT tools. 

  • Expertise in change management models 
    Proficiency in frameworks (such as Lewin's change model, the McKinsey 7-S framework, and Kotter's 8 steps for leading change) is crucial for applying structured methodologies to change initiatives. These models provide a roadmap for managing transitions in a way that helps ensure successful outcomes. 
     

  • Technical acumen for using relevant technologies 
    Change managers must be adept at using tools and platforms that support change management processes. Project management software, communication tools and data analysis applications are only some of the technologies change managers must be familiar with. The right level of technical proficiency enables managers to plan, track and report on change initiatives efficiently and effectively. 
What is the difference between a change manager vs. a release manager?

Change managers and release managers have similar roles; both play crucial parts in ensuring that changes and updates are implemented smoothly. On the other hand, they focus on distinct aspects of the process:

  • Change manager 
    A change manager oversees all changes to an organisation's IT infrastructure, processes and systems. Their primary responsibility is to manage the approval and tracking of changes, ensuring they align with business goals and are implemented with minimal risk and disruption.  
     

  • Release manager 
    A release manager is responsible for the deployment of new or updated software and hardware into the production environment. Unlike the change manager, who handles the approval and planning of changes, release managers ensure that all components of a release are integrated, tested and deployed together, maintaining system stability and minimising downtime.

The primary difference between change managers and release managers is that change managers concentrate on the broader management (the 'why' and 'how' of changes), while release managers handle the specific deployment and integration of these changes into the production environment (the 'what' and 'when').
What is the difference between a change manager vs. a project manager?

In some cases, your responsibilities as a change manager may overlap with those of a traditional project manager. That said, these two roles are typically considered separate and distinct within organisations.  

  • The project manager is primarily focused on planning, executing and closing projects, ensuring that specific goals and requirements are met. This role involves following well-documented guidelines and standards, adhering to specific timelines and focusing on technical processes and systems to deliver value to customers or stakeholders.  
     

  • The change manager's role extends beyond the scope of project completion, focusing on integrating changes seamlessly into the organisation's fabric and aligning them with long-term business strategies. Changes have the potential to affect resources, time and budget, and as such they must be integrated into projects and their plans must be adjusted accordingly. Change management generally does not adhere to standard guidelines or timelines and often includes less-formal processes. Instead, it emphasises the 'why' and 'what next' of changes, prioritising the people affected.  

Simply put, project managers are primarily concerned with the technical aspects of projects, while change managers are focused on the larger scope of managing the impact of change on people. Change managers are responsible for ensuring that employees are prepared, supported and able to adapt to new ways of working. 
What are typical career paths for change managers?

The demand for change managers is growing as organisations increasingly recognise the strategic importance of managing transitions. Most change managers start in broader roles that allow them to become familiar with an organisation's structure and IT infrastructure. In many cases, a future change manager may start their career as an IT specialist, project coordinator, business analyst or some other role.

As businesses navigate technological advancements, market upheavals and organisational shifts, career opportunities for change managers are likewise evolving. This is allowing change professionals to progress into more senior leadership roles, such as change management director, chief transformation officer or vice president of organisational development. You may also have the opportunity to specialise in specific types of change management, such as digital transformation, mergers and acquisitions or cultural change, further enhancing your career prospects.
Industries that hire change managers

Change managers are essential across various industries, each leveraging their expertise to manage transitions and ensure success—regardless of the businesses they support:

  • IT 
    In the technology sector, change managers ensure that IT projects align with broader business goals. By focusing on cross-functional collaboration and people-first approaches, they reduce risk and enhance the success of technology initiatives, fostering more effective IT integration and business-wide improvements. 
     

  • Healthcare 
    Change managers in healthcare oversee the implementation of new technologies, regulatory changes and process improvements. They ensure that medical staff are trained to handle changes well and that all changes enhance patient care and operational efficiency. 
     

  • Insurance 
    In the insurance industry, change managers address transitions related to policy updates, compliance and digitalisation. They support employees in adapting to new systems and processes, ensuring minimal disruption to customer service. 
     

  • Retail 
    Retail change managers focus on changes in inventory management, point-of-sale systems and customer engagement strategies. They help ensure that changes align with market trends and consumer behaviour. 
     

  • Transportation 
    Change managers in transportation manage the introduction of new logistics technologies, route optimisations and regulatory changes. They ensure that employees are trained and operations continue smoothly during transitions. 
     

  • Education 
    In the education sector, change managers oversee curriculum updates, the integration of new learning technologies and policy changes. They support teachers and administrative staff in adapting to these changes to enhance educational outcomes. 
     

  • Finance 
    Change managers in finance handle changes related to regulatory compliance, financial technologies and process improvements. They ensure that employees understand and can efficiently implement new policies and systems. 
     

  • Manufacturing 
    Change managers in manufacturing oversee the implementation of new production processes, technologies and compliance standards. They support workers in adapting to these changes, ensuring productivity and quality are maintained.
Why are change managers important?

Change can be disruptive. More than that, it can be demoralising, making employees feel uncertain or uncomfortable while eroding their trust in the stability of the organisation. As a change manager you can help ease the transition, providing clear communication, support and training to ensure that everyone feels informed and confident throughout the change process. For IT-related changes, you will smooth the transition to new tools and solutions while helping everyone involved retain their focus on important company objectives. By addressing concerns and fostering a positive environment, change managers help maintain morale, build trust and reduce the negative impact of change.

This carries with it several key advantages, including:
Accelerating the deployment of changes
In many cases, it is not the change itself that is problematic; it's the time it takes for the change to resolve itself. Change managers help organisations swiftly implement changes through effective evaluation, prioritisation and fast-tracking. This agility ensures the organisation remains adaptable and responsive to new challenges and opportunities, minimising delays in rolling out important updates. Companies that wish to move through changes quickly and without time-consuming complications should prioritise change management.
Reducing post-implementation issues
By thoroughly evaluating and scheduling changes, change managers significantly decrease the number of incidents and problems that occur after changes are deployed. This proactive approach leads to smoother operations and a more stable IT environment, enhancing overall organisational performance.
Mitigating organisational risks
Every change brings with it a certain amount of risk—it is the job of the change manager to minimise and mitigate these risks through careful assessment and strategic action. Change managers help schedule changes so that new implementations are as minimally disruptive as possible while also identifying and preparing for any conflicts that might arise. This proactive approach ensures that changes are integrated deliberately, minimising the likelihood of unforeseen issues affecting business operations.
Fewer change conflicts, failures and rollbacks 
In IT change management, managers meticulously coordinate and schedule IT changes to ensure they do not overlap or interfere with one another—crucial in environments where multiple updates or system modifications may be happening simultaneously. By carefully assessing dependencies and potential impacts, change managers minimise the risk of conflicting changes that could lead to system failures or the need for costly rollbacks. 
Ensuring accountability in change processes
Changes need not be chaotic. With a change manager overseeing the process, there is clear accountability for change approval and coordination activities, providing visibility and direction. Change managers take responsibility for tracking and coordinating changes, so that those involved know what to expect and what is expected of them. 
What are challenges faced by change managers? 
The role of change manager is not without its hurdles. Change managers must navigate complex situations that require balancing multiple factors, making difficult decisions and maintaining the integrity of change processes—particularly when it comes to IT change management. Consider the following challenges: 
Balancing speed with careful planning 
In fast-paced environments, there is pressure to implement changes quickly, but rushing can lead to overlooked risks. Change managers must ensure that while changes are deployed rapidly, they are also thoroughly vetted to prevent potential issues. 
Navigating uncertainty in decision-making 
When risks and benefits are unclear, change managers must use their experience and intuition to make informed choices with confidence. This often involves balancing limited information with the need to move forwards, making it crucial to assess potential impacts carefully. 
Knowing when to uphold polices, and when to make exceptions 
Change managers may face pressure from other managers or executives to bypass established procedures to implement changes quickly. The challenge is to uphold policies that ensure system integrity while effectively communicating the importance of following proper processes. In emergencies, they must also determine when to authorise exceptions, weighing the immediate benefits against the risks of skipping standard procedures. 
What are the goals of a change manager?

Overall, the goals of the change manager can be summed up in the following way: 

  • Understanding the benefits, risks and dependencies associated with each change, and sharing that information with relevant stake holders.  
  • Guiding change so that it happens safely.  
  • Coordinating change so that it can occur strategically to minimise downtime.  
  • Preventing non-approved changes from being deployed 
What roles are included in change management teams? 
Often, the function of change manager is spread across multiple individuals who together comprise the change management team. Although different organisations may have their own approach to the structure of these teams, typically they are made up of the following roles: 
Requestor 
The change requestor identifies the need for change and initiates the change management process. This role involves recognising an issue or opportunity that necessitates a change—whether it's an improvement in processes, adoption of new technology or a possible solution to a problem. The change requestor is responsible for documenting the details of the proposed change, including its purpose, scope and potential impact on the organisation, and communicating the scope and purpose of the change to stakeholders.  
Implementer 
The implementor (also called the change owner) is tasked with executing a change once it has been approved. This role involves planning and coordinating the implementation of the change, ensuring that all necessary steps are taken to integrate it into the organisation's operations. The change owner is responsible for managing resources, timelines and testing throughout the implementation process. They ensure that the change is carried out according to the approved plan and that any issues that arise during implementation are promptly addressed.  
Approver 
The change approver is responsible for reviewing and authorising changes before they are implemented. The change approver ensures that the change request is thoroughly vetted, considering factors such as feasibility, resource allocation and impact on current operations. This role acts as a gatekeeper, maintaining the integrity and stability of the organisation's operations during the change process, and making sure that change requests are ready to be reviewed by senior change managers or the change advisory board.  
Change advisory board member 
The CAB is a group of stakeholders that provides oversight and guidance during the change management process, reviewing proposed changes, assessing risks and offering recommendations. The CAB member supports effective change management and promotes cross-functional collaboration for more effective change implementation. 
How much do change managers make? 
There is a lot of demand for change managers. Salary trends reflect this need. According to Glassdoor, most change managers make anywhere from $76K to $125K per year. Those who wish to enjoy increased earning potential in this role should prioritise ongoing education and training.  
How to become a change manager? 
Change managers must be well-versed in change management principles and practices, while also possessing strong interpersonal and leadership skills. This journey usually involves formal education followed by years of gaining relevant experience, obtaining certifications and continuously building professional networks. To get started along this path, here are some of the steps you will need to take: 
Pursue an education

Obtaining a relevant degree is perhaps the most foundational step in becoming a change manager. Degrees in business administration, organisational development, psychology or a related field provide a solid grounding in understanding organisational behaviour and strategic management, while degrees associated with computer science can quip you with technical knowledge crucial for managing IT infrastructure changes, system upgrades and digital transformation initiatives.  

Additionally, certifications like Prosci Change Management Certification, Certified Change Manager - Foundation (CCMF), Certified Change Management Professional (CCMP) and Project Management Professional (PMP) can enhance your credentials. These certifications offer structured learning and validation of your expertise in change management methodologies. 
Gain experience 
Education is important, but it is practical experience that closes the gap between interest and capability. Starting with internships or entry-level positions as a change analyst or project coordinator can provide valuable insights into organisational processes and change dynamics. These roles help build a clear understanding of how organisations operate and how changes impact different departments. Additionally, gaining hands-on experience with change management projects—even if just in supportive roles—can significantly enhance your skills and prepare you for more advanced positions. 
Specialise 
Specialising in a particular sector or industry can increase your employability as a change manager. Industries such as healthcare, finance, technology and manufacturing have unique challenges and requirements for change management. By focusing on a specific industry, you can develop expertise in its needs and regulatory environments, making you a more attractive candidate for organisations in that sector.  
Network 
Engage with industry peers by joining professional associations like the Association of Change Management Professionals (ACMP) or attending industry conferences and workshops. Networking can provide opportunities for mentorship, collaboration and knowledge sharing. It also helps you stay updated on the latest trends and best practices in change management, ensuring you remain competitive in the field. 
Work with mentors 
Often, the best source of insight comes from those with the most experience. Mentors can offer advice on career development, share the lessons they have learnt and help you navigate possible challenges. They can also provide feedback on your skills and help you identify areas for improvement. Building relationships with mentors can accelerate your learning, while also providing essential support as you advance in your career. 
Become a change manager with ServiceNow 

Interested in a career in change management? We can help you along the way. ServiceNow's Career Journey provides comprehensive training and resources to help you build the skills you will need to find success in this growing field. 

With more than 600 free courses and 18 job-related certification paths, Career Journeys give you the power to learn at your own pace, ensuring a solid foundation in both technical and interpersonal skills required for effective change management. Additionally, ServiceNow's Career Journey connects you with a dedicated community of over 450,000 members, offering peer-to-peer networking opportunities, learning forums and virtual events—invaluable for gaining insights and advancing your professional development. And once you've made it as a change manager, enhance your capabilities with Strategic Portfolio Management (SPM) to help you better optimise your resources and ensure seamless change integration into your organisation's portfolio.  Equip the knowledge to step confidently into the role of a change manager and get ready to drive successful organisational transformations. 
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