Successfully digitizing leasing: why change management is key

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In digital transformation projects, we often talk about technology, functionalities, UX, API connectors... But all too rarely about what really makes the difference between a successful project and an abandoned one: change management.

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At anylease, we're helping numerous companies to digitalize their leasing and long-term rental (LLD) contract management with our Leas@ solution. One thing's for sure: no software, however powerful, is worth anything without solid user adoption.

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1. The real challenge isn't technical, it's human

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One of the most illuminating keys to understanding these dynamics is the so-called change curve, also known as the "Kübler-Ross mourning curve", first described in Elisabeth Kübler-Ross's On Death and Dying(source)... Adapted to the corporate world, it describes the emotional phases that employees go through in the face of profound transformation: shock, denial, resistance, exploration, acceptance, commitment. Understanding this curve means anticipating the critical moments when support, listening and communication need to be reinforced.

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It reminds us that initial rejection is not a sign of failure, but a natural stage in the transition process. That's why every Leas@ project is based on a human, progressive approach, rooted in the reality of business teams.

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Deploying a tool like Leas@ means providing a concrete response to issues of contract management, automation, reliability and flow control. But for users, it represents a radical change: new habits, new interfaces, new reflexes.

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Resistance to change is a well-documented phenomenon. In his seminal book "Leading Change", John P. Kotter explains that 70% of transformation projects fail mainly because of a lack of change management, not the technology itself(source). explains that 70% of transformation projects fail mainly because of a lack of change management, not the technology itself.

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Three typical user profiles:

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• The convinced: the driving force behind the project, often frustrated by the old tools.

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• Skeptics: cautious, they need proof and demonstration of value.

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• The reluctant: attached to existing processes, sometimes worried about their role.

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This is why digitalization cannot be reduced to a technical project. It is a human, cultural and managerial project.

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2. A structured, integrated approach to change management

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The success of a Leas@ integration and deployment project hinges on a tried-and-tested support methodology, which we have built up over the course of our assignments and large-scale projects.

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🔍 Phase 1: Diagnosis & strategic alignment

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• Identify key stakeholders at every level of the organization.

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• Map existing processes, operational irritants and areas of friction.

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• Define the project's strategic and business objectives (KPIs, ROI, adoption timeframe).

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🧠 Phase 2: Communication & acculturation

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• Present the benefits of the solution by user profile, in a targeted way.

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• Create a positive dynamic around change through internal ambassadors.

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• Remove obstacles with concrete examples, quantified results and storytelling.

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🎓 Phase 3: Targeted training & skills enhancement

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• Job-by-job, role-by-role training plan.

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• Case studies drawn from their operational reality.

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• Access to a support platform and a variety of formats (live, asynchronous, FAQ).

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🔁 Phase 4: Post-deployment monitoring and adjustments

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• Coaching local managers to become drivers of change.

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• Implementation of adoption KPIs (connection rates, module usage, feedback).

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• Continuous improvement loops and evolution of solution parameters.

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3. What successful change management really achieves

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🎯 Rapid adoption: users feel involved and trained right from the start, reducing the time it takes to get to grips with the system.

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📉 Less resistance: address irritants right from the framing stage, with empathy and pedagogy.

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📈 Valuing results: gains are measured, visible and shared within the organization.

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💬 Greater commitment: the tool becomes a lever for performance, not an imposed constraint.

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As Peter Senge, author of The Fifth Discipline, points out, "People only accept change when they understand why it is necessary, and when they participate in its implementation"(source).

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4. Customer feedback: transforming with Leas@

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A multi-brand distributor wanted to modernize its management of long-term leasing contracts, which was spread over several systems and teams. From the outset, we co-constructed an adoption process with them, including business workshops, on-the-job training and multi-level communication.

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Results after 6 months:

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• 100% of users trained and active on Leas@

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• 65% reduction in file processing time

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• Strong autonomy for sales teams

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• Very positive user feedback

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But the most emblematic example is that of a major company in the energy sector, which chose anylease to transform the management of its fleet of over 6,500 vehicles. Thanks to in-depth work on change management, the project was successfully rolled out nationwide, in a demanding multi-actor context.

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5. Conclusion: tech is not enough, support makes the difference

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The success of a leasing digitalization project depends on more than just the quality of the software. It depends above all on the ability to get teams on board, to build a clear adoption path, and to make the most of the tangible gains at each stage.

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This is the philosophy that guides our work at anylease. And it's what makes Leas@ so much more than a tool: a lever for sustainable transformation.

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Are you a manager or project leader preparing a digital transformation of your leasing or long-term rental business?

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📞 Contact our teams to find out how Leas@ can fit into your ecosystem and get your teams on board right from the scoping phase.

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👉 contact@anylease.io

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