Transforming client engagement: Implementing subscription models in information technology change management

Abstract

This qualitative action research study examined an organizational transition from a traditional Statement of Work (SOW) model to a subscription-based payment approach within a change management firm in the western United States. Guided by Rogers’ diffusion of innovation theory, the project engaged three organizational stakeholders through interviews and a workshop intervention to explore perceptions of the new model and identify practices that support successful adoption. The study developed a structured process framework that emphasizes leadership communication, readiness assessment, tailored training, resistance mitigation, expert consultation, reflective journaling, and continuous feedback as essential components of the transition. Findings showed that aligning the subscription model with existing workflows and client expectations enhanced understanding and stakeholder commitment. The study contributes practical guidance for organizations pursuing similar transformations, demonstrating that sustained leadership involvement, clear communication, and an adaptive culture are central to long-term success.