Change management in the water industry: 5 ways utilities can prepare for the future

In this blog, we’ll outline key organizational change management tactics for water and wastewater utilities. These include:

• Including establishing a sponsor and change network
• Defining the change
• Conducting change surveys
• Reinforcing the change to encourage long-term adoption

Decades of organizational change management experience

Before we dive into advice, we want to share a bit about ourselves. We’ve been working in the organizational change management field for decades, and it’s been fantastic to see it in action. Joey has worked with public utilities for over three decades, and throughout his career, he has witnessed firsthand the transformative impact of effective organizational change management. Hani has spent over two decades leading value optimization and large-scale transformation across diverse businesses and the public sector, and he believes that people are the foundation of successful change.

Recently, our team collaborated with Bluefield Research on a white paper that looks at organizational change management in the water industry.

This report explores the critical role of organizational change management in helping water and wastewater utilities navigate complex challenges related to workforce, infrastructure, technology, and regulatory demands. Drawing on interviews with leaders from 19 utilities and in-depth case studies, it demonstrates how change management approaches—centered on employee engagement, trust, and communication—can drive sustainable transformation and operational excellence. You can join the waitlist to be the first to receive the white paper once it’s released.

How sponsors and change networks help in water industry transformation

Now, let’s explore some of the essential organizational change management tactics. Successful change management hinges on two key players: the sponsor and the change network. A change management sponsor isn’t just someone who gives a speech at the kickoff and claps at the end. That kind of passive involvement doesn’t usually make a difference. A strong sponsor is active and engaged throughout the process. They listen to staff concerns, encourage open conversations, and take action when issues arise. This kind of leadership helps reduce resistance and builds trust, making it easier for teams to embrace change.

Let’s look back at one of our projects. A great example of change management sponsor impact comes from a utility project focused on improving the adoption of Project Management Office (PMO) tools. Initially, the rollout faced resistance—project managers were sticking to their own methods and avoiding the new system. The tools were available, but they weren’t being used.

That changed when the executive director stepped in—not just as a figurehead but as an active sponsor. They began attending meetings, speaking directly with teams, and consistently reinforcing the value of the PMO tools. This visible and committed leadership made a real difference. Staff started to see the tools not as a mandate but as a meaningful part of their workflow that added value. Adoption rates climbed, and the tools became embedded in daily operations.

This example shows how a change management sponsor’s active engagement can shift the culture and drive real results. It’s not enough to launch a change—you need someone at the top who’s willing to champion it, listen to feedback, and keep the momentum going.

Equally important is the change network. These are the respected voices within the organization—people who influence others and help spread the message. Getting mid-level managers on board is especially vital. They’re often the bridge between leadership and frontline staff. When the change network is strong, the message travels faster and sticks better.

Together, an engaged sponsor and a well-connected change network create the momentum needed to meet project goals and drive meaningful transformation.

Define the change—clearly and early

One of the most overlooked steps in organizational change management is simply defining the change. It sounds basic, but too often, teams jump into action without clearly stating what’s changing, why it’s changing, and how it will affect employees. When the change is vague, it’s hard to build support. People need clarity to understand what’s coming and how to prepare for it.

A great example comes from a project with a utility client where our team supported the rollout of a new asset management system. The initiative began with process improvement workshops to align work practices across different teams. But early on, a readiness survey revealed a major gap—many employees didn’t understand the project or its goals. That insight led to a targeted messaging campaign to raise awareness and build understanding.

One standout moment was when an employee with a graphic design background created visual messaging, including logos and branding, to help communicate the change. This creative approach made the project more relatable and memorable. Thanks to these efforts, the new system wasn’t just adopted—it became a lasting part of the organization’s operations, still referenced and used years later.

Defining the change up front isn’t just helpful—it’s essential. It sets the stage for everything that follows and gives people the context they need to get on board.

A change survey sets the stage for success

Before any major change rolls out, it’s important to understand how ready people are for it. That’s where a change survey comes in. Whether it’s a change-readiness survey or a messaging survey, this tool helps you reach out across the organization to ask key questions: Do employees understand what’s happening? Do they know what’s coming? Do they feel prepared for how it will affect them?

The answers to these questions give you a clear picture of the utility’s current mindset. You learn what people are thinking, what they’re worried about, and where confusion might be hiding. With that insight, you can tailor your change management approach to meet the specific needs of your team. It’s not about using a one-size-fits-all strategy—it’s about customizing your tools and tactics to fit the situation.

Surveys like these are foundational. They help you build a change plan that’s grounded in reality, not assumptions. And when employees feel heard and understood, they’re more likely to support the change and help make it stick.

Reinforcement: Making change stick for the long haul

Change doesn’t end when the rollout is complete. In fact, that’s when the real work begins. Reinforcement is what helps the change to stick—not just for a few weeks but for the long term. It’s the “stickiness” factor that turns a successful launch into lasting adoption.

Too often, organizations wrap up a change initiative and move on, thinking the job is done. But without reinforcement, even the best efforts can fade away. That’s why it’s important to track how the change is being used. If it’s a new technology, monitor usage data. If it’s a new process, check how often it’s being followed. These insights help you spot where support is strong—and where it might be slipping.

Recognition also plays a big role. Celebrate the employees who embrace the change. Give awards, shout-outs, or even small perks like gift cards. These gestures show that the change matters and that people’s efforts are valued. Reinforcement isn’t a one-time task—it’s a conscious, ongoing effort. Sometimes it lasts longer than the project itself, but that’s what helps the change become part of the culture. When it’s reinforced consistently, it becomes the new normal.

Why change management matters

We’ve enjoyed helping clients like the City of Atlanta, Portland Water Bureau, and the City of Greeley utilize organizational change management systems to accomplish their goals, and we’re looking forward to additional opportunities to prioritize people as part of successfully implementing various changes.

Remember: From change management sponsors and change networks to surveys and reinforcement, each piece plays a vital role in helping utilities navigate change smoothly and successfully.

But what happens when change management is skipped? Without a thoughtful approach—or the guidance of a consultant—utilities risk limited results and employee burnout. Staff may feel overwhelmed, thinking, “Here we go again, another change.” This kind of change fatigue is real, especially in water utilities where operators already carry heavy responsibilities. When they hear about a new asset management system or a shift in compliance protocols, their first thought might be, “I’ve got a job to do. I don’t have time for this.”

That’s where effective organizational change management makes all the difference. It helps utilities respond to concerns, not just react to them. It creates a sense of calm and control, where employees feel supported and informed. Whether it’s rolling out new technology, restructuring teams, or modifying workflows, change management makes people part of the solution—not just passengers on the ride.

In our white paper research, we found that 17 of the 19 interviewed utilities agreed that employee buy-in was central to effective organizational change. Without buy-in at all levels, utilities struggled to make changes of any size.

When done right, change management doesn’t just help a project succeed—it helps your workforce thrive.