The ADKAR Model: A Proven Framework for Lasting Organisational Change
Are you frustrated by change initiatives in your business that start strong but quickly lose steam? You’re not alone. Many organisations struggle to make change stick. That’s where the ADKAR model for change management comes in—a step-by-step framework designed to help businesses not just implement change, but sustain it for the long haul.
The ADKAR model—developed by Prosci—stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. Each stage addresses a critical milestone in the change journey, guiding individuals and organisations through transformation with clarity and structure.
In this guide, we’ll break down each step of the ADKAR change model, show you how it works in real-life situations, and explore common challenges you might face when implementing it.
What Is the ADKAR Model?
At its core, the ADKAR model recognizes that successful change happens at the individual level first. It’s not just about leadership mandates—it’s about employees understanding, committing to, and practicing new behaviours until they become part of the culture.
The five steps of ADKAR—Awareness, Desire, Knowledge, Ability, and Reinforcement—act as building blocks. Each one must be achieved before moving forward, making it one of the most practical and widely used change management models today.
Step 1: Awareness – Why Change Is Necessary
Ever tried rolling out a big initiative only to be met with blank stares or resistance? That’s what happens when there’s no awareness of the need for change.
This first step focuses on answering why the change is happening. Without this, people won’t see the urgency or relevance. Leaders should share data, case studies, or stories that highlight the risks of not changing and the benefits of moving forward.
💡 Pro tip: Use both logic (facts, figures) and emotion (personal stories, customer experiences) to connect with your team.
📊 A Gestaldt study found that 75% of change programmes fail, often due to lack of employee buy-in—making this step critical.
Step 2: Desire – Building Motivation and Buy-In
Even if people understand the why, they won’t automatically want to jump on board. The Desire stage focuses on motivation—turning awareness into personal commitment.
Here, leaders must address concerns: Will the change affect job security? Workload? Career opportunities? By linking benefits directly to employees’ goals and well-being, you create a personal stake in the outcome.
💡 Pro tip: Involve employees early—give them a voice in shaping the process. This increases ownership and reduces resistance.
“People don’t buy what you do; they buy why you do it.”
Step 3: Knowledge – Equipping People for Success
Knowing change is necessary and wanting it isn’t enough—people also need the skills and knowledge to put it into action.
This stage is all about training, resources, and clear guidance. It might include hands-on workshops, e-learning, or mentoring. The goal is to close skill gaps and give employees confidence to adopt new systems or processes.
💡 Pro tip: Create job aids or quick-reference guides employees can use in the flow of work.
📊 According to LinkedIn’s 2024 Workplace Learning Report, 94% of employees say they’d stay longer at a company that invests in their development.
Step 4: Ability – Turning Knowledge Into Action
Here’s the kicker: just because someone knows how to do something doesn’t mean they can do it confidently. The Ability phase focuses on practice, feedback, and real-world application.
Pilot programmes, simulations, or shadowing opportunities allow employees to test their skills in safe environments before going all-in. Ongoing coaching and feedback are crucial here.
💡 Pro tip: Celebrate small wins to build momentum. When employees see their progress recognised, confidence grows.
“You have to expect things of yourself before you can do them.”
Step 5: Reinforcement – Making Change Stick
The final step, Reinforcement, ensures the change becomes part of your culture rather than fading out. Recognition, incentives, and consistent feedback keep new behaviors alive.
This may involve integrating the change into performance reviews, offering rewards, or sharing success stories across the organization. The idea is to prevent backsliding and keep people motivated.
💡 Pro tip: Track progress with measurable KPIs—what gets measured gets reinforced.
📊 Research from Prosci shows that reinforcement activities can increase the likelihood of change success by up to 70%.
Real-Life Example: ADKAR in Action
A financial services company used the ADKAR model to roll out a new CRM system.
Awareness: Leaders communicated how the system would improve customer service and streamline sales.
Desire: Teams were reassured the CRM would make their jobs easier, not harder.
Knowledge: Employees received hands-on workshops and job aids.
Ability: The rollout was phased, allowing time to practice with support.
Reinforcement: The CRM was tied to performance metrics and adoption was rewarded.
The result? Improved customer service, higher sales productivity, and stronger employee engagement.
Common Challenges with the ADKAR Model
While the ADKAR framework is powerful, leaders often face hurdles, such as:
Resistance to change – Employees may fear loss of control or disruption.
Sustaining momentum – Without reinforcement, old habits creep back.
Poor communication – Failing to explain why and what’s in it for me leads to disengagement.
Limited resources – Training and reinforcement take time and investment.
Overcoming these requires patience, strong leadership, and consistent communication.
Final Thoughts: Unlocking Lasting Change with ADKAR
In today’s fast-paced business world, adaptability is everything. The ADKAR change management model offers a practical, people-first framework for navigating transformation.
By moving through Awareness, Desire, Knowledge, Ability, and Reinforcement, organizations not only roll out new initiatives successfully but also embed them into culture for long-term impact.
Change may be tough, but with ADKAR, it’s absolutely achievable. Or as management expert Peter Drucker put it: “The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.”
