Further Reading
Chapter 37: Change Management for Compliance Transformation
Essential Reading
Hiatt, J.M. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Learning Center Publications. The foundational text on the ADKAR model. Hiatt's framework — Awareness, Desire, Knowledge, Ability, Reinforcement — provides the most practically useful diagnostic for change management in organizational contexts, including compliance technology transformation. The model's strength is its individual-level focus: it asks not just whether the change program is well-designed but whether each person affected has achieved each stage. Short, accessible, and directly applicable.
Kotter, J.P. (2012). Leading Change. Harvard Business Review Press. Kotter's eight-step model for organizational transformation remains among the most widely referenced in practice. His observation that change programs fail most often at steps 1 (establishing urgency), 6 (generating short-term wins), and 8 (anchoring changes in organizational culture) is directly applicable to RegTech implementations. Particularly useful for understanding why senior leadership alignment is necessary but not sufficient.
McKinsey & Company. (Various years.) Digital Transformation: Improving the Odds of Success. McKinsey Quarterly. McKinsey's periodic research on digital transformation success and failure rates consistently attributes underperformance to organizational and human factors — not technology failure. These research papers provide empirical grounding for the chapter's central argument. Available freely at mckinsey.com.
For Practitioners
Prosci. (2021). Best Practices in Change Management — 11th Edition. Prosci. Prosci's biennial research report on change management practices, based on surveys of thousands of practitioners. The research consistently finds that programs with dedicated change management resources outperform those without. Provides benchmarking data for the scope and budget of change management in technology transformation programs.
Cameron, E. & Green, M. (2019). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. 5th ed. Kogan Page. A comprehensive reference covering all major change management frameworks: Lewin, Kotter, ADKAR, McKinsey 7S, Burke-Litwin, and others. Provides comparative analysis to help practitioners understand when each framework is most applicable. Good reference for compliance professionals who need to adapt change management approaches to specific institutional contexts.
Bridges, W. & Bridges, S. (2017). Managing Transitions: Making the Most of Change. 4th ed. Da Capo Press. Bridges' distinction between "change" (the external event) and "transition" (the internal psychological process) is particularly relevant to the compliance professional's change experience. His three-phase model (Endings → Neutral Zone → New Beginnings) explains why naming losses is important — it addresses the Ending phase that organizations often skip, rushing from announcement to adoption. Directly applicable to the chapter's discussion of expert resistance.
Training Design
Stolovitch, H.D. & Keeps, E.J. (2011). Telling Ain't Training. 2nd ed. ASTD Press. A concise, evidence-based critique of the "telling = training" assumption that produces ineffective compliance training programs. The authors demonstrate that information transfer is necessary but not sufficient for behavioral change — which requires practice, feedback, and application in realistic contexts. Directly applicable to the chapter's argument that training must be scenario-based and competence-assessed, not feature-survey-based.
Clark, R.C. & Mayer, R.E. (2016). E-Learning and the Science of Instruction: Proven Guidelines for Consumers and Designers of Multimedia Learning. 4th ed. Wiley. The authoritative reference on evidence-based instructional design for technology-mediated learning. Particularly useful for compliance technology training that uses eLearning components. Clark and Mayer's research on cognitive load theory explains why overly feature-rich training interfaces reduce learning effectiveness — directly relevant to the chapter's recommendation to organize training around workflows rather than system features.
Organizational Context
Edmondson, A. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley. Edmondson's research on psychological safety is relevant to the chapter's discussion of expert resistance: analysts who feel safe raising concerns about a new system are more likely to surface legitimate technical issues before they become regulatory problems. Teams with low psychological safety tend to adopt silently and work around problems privately — precisely the pattern that produced Verdant Bank's troubled go-live.
Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday. Senge's concept of "mental models" — the deep-seated assumptions and beliefs that shape how people interpret and respond to change — is directly applicable to experienced compliance professionals' resistance to AI-assisted decision-making. Understanding what mental models the team holds about automated systems is a precondition for designing change management that addresses root rather than surface resistance.
Regulatory Context
The following regulatory documents address the human and organizational dimensions of compliance technology:
| Document | Jurisdiction | Relevance to Change Management |
|---|---|---|
| FCA Consumer Duty (PS22/9) | UK | Requires genuine cultural change, not just process change — addresses the "culture" dimension of compliance transformation |
| SR 11-7 (Federal Reserve model risk guidance) | US | Requires ongoing validation and human oversight of models — governs how organizations maintain human judgment alongside automation |
| EU AI Act (Regulation 2024/1689) | EU | Human oversight obligations for high-risk AI create change management requirements — human reviewers must be genuinely competent, not nominal |
| DORA Article 5 (management body ICT training) | EU | Requires specific training for the management body on ICT risk — an explicit organizational change obligation |
| FCA Dear CEO letter on operational resilience | UK | Addresses cultural dimensions of operational resilience, including staff training and awareness — directly relevant to monitoring system changes |
| EBA Guidelines on internal governance (EBA/GL/2021/05) | EU | Covers organizational requirements for risk management, including training and competence — applies to compliance technology governance |
Online Resources
Prosci Change Management Resource Center (prosci.com): Research, toolkits, and templates for ADKAR-based change management. Includes a free ADKAR assessment tool and extensive practitioner guidance.
McKinsey Insights — Digital Transformation (mckinsey.com/capabilities/transformation): Regular research publications on transformation success factors, including the organizational and human dimensions of technology change.
CIPD (Chartered Institute of Personnel and Development) (cipd.org): The UK professional body for HR and people management. Its research on organizational change, employee engagement, and training effectiveness provides grounding for the people dimension of RegTech transformation.
Association of Change Management Professionals (ACMP) (acmpglobal.org): The professional body for change management practitioners. Its standard for change management provides a reference framework applicable to RegTech implementations.
RegTech Association — People and Culture Resources (theregtech.com): Increasingly, RegTech industry bodies are publishing guidance on the organizational change dimensions of compliance technology deployment. Check the association's publications for industry-specific guidance.