A central one. New tools and processes only work when the people using them understand and support the change. This is especially true in organizations with established structures and strong professional culture.

Good change management communicates early, creates space for questions and concerns, and makes progress visible. It doesn't replace stakeholders' expertise — it ensures that decisions are made on a shared foundation.

In the dena project, this was a key success factor: employees were involved from the beginning, not just during implementation. The result was not only a strategy supported by everyone — but a new form of cross-departmental collaboration.