Post-Go-Live Success: Strategies to embed change and realise benefits

Too often, projects are marked complete once the final milestone is ticked off, even though the real work, embedding change and realising benefits, is just beginning.

At Hatmill, we’ve seen countless supply chain and logistics programmes labelled “done” at go-live or handover. The expectation is that the benefits will magically follow simply because the team has worked hard. However, implementing a change isn’t the same as getting people to use it; even that doesn’t guarantee success.

We often ask our clients, “So, how did your last project go?” and are usually met with a positive response, but once we dig deeper, it’s clear that many companies don’t know how successful their projects were.

That’s why we approach it differently.  From day one, we build in our organisational readiness methodology, ensuring the people, processes and mindsets are aligned to make change stick.

Our methodologies include structured approaches to stakeholder engagement, change adoption and benefits tracking, so value realisation isn’t an afterthought; it’s a thread running through the entire programme.

How we help organisations stay the course beyond initial delivery sets us apart.  We work alongside client teams to navigate the often-overlooked post-project phase, where new processes meet old habits, unexpected issues surface and the risk of benefits slipping through the net is high.

We don’t just focus on technical outcomes. We build the operational resilience and ownership needed to sustain improvements. Our deep experience and practised methodology keep us sharply aware of how critical this phase is. The Prosci chart below illustrates how change management effectiveness directly correlates to project success.

Correlation of Change Management Effectiveness with Meeting Objectives

Whether it’s a warehouse transition, transport optimisation, or integration of new automation, we don’t just “hand over”, we help you lock in the expected value. That might mean:

• Coaching operational leaders to embed the new ways of working
• Aligning KPIs to the desired outcomes or introducing new ones
• Creating feedback loops that quickly adjust the course when real-world complexity bites

In supply chain and logistics, change really counts when the operation is under pressure.  It’s not about what’s in the slide deck; it’s about teams using the new solution daily to elevate operational performance.

Let’s talk if you’re tired of projects failing to deliver real impact or are unsure where or why they did. Our standard methodology doesn’t just deliver options and develop solutions; it builds in organisational readiness from the outset and supports benefits realisation long after go-live. Contact us now.