The itSMF Czech conference centred on the theme “The Power of Change,” bringing together 30 speakers who each explored the subject from their own viewpoint. Although the conference also marked the public launch of ITIL 5—highlighting how frameworks continue to evolve—what emerged most strongly for me was the personal, lived experience of change. One of my favourite sayings is that the difference between theory and practice is greater in practice than it is in theory, and many speakers seemed to wrestle with this exact dilemma. The most compelling insights made sense only when applied to our own journeys. This became especially clear when the conference’s key messages were presented not as bullet points but as a narrative showing how each idea had shaped real, day‑to‑day professional challenges.
Several messages resonated strongly with me and aligned closely with issues in my own workplace.
A project approach isn’t always best. Complex interdependencies do not always fit neatly into a traditional project model, something our management team is confronting in an ongoing transformation programme.
Practical guidance requires context. While we offer principles to support decision making, we often find people struggle to apply them—assuming they read them at all. What teams really need is help interpreting principles in the moment, within their real challenges.
Communicate more than you think you need to. With intricate stakeholder landscapes, communication can feel overwhelming. But it must also be the right communication, especially given the next challenge.
Cognitive overload is widespread and undermines decision quality. With many simultaneous changes and people juggling numerous roles, absorbing information is difficult. Well‑structured, easy‑to‑find information is essential.
Compounding this is a growing societal acceptance of lower‑quality decisions—fuelled, for example, by how readily people accept unverified online claims. While we should avoid unnecessary perfection, minimum viable products still need to be truly viable.
Sustained pace requires rhythm. This links back to cognitive overload. We have long attempted to push too many initiatives at once, and balancing strategic priorities remains a live challenge.
A clear vision and leadership buy‑in are crucial. I am currently working on an initiative at precisely this stage—articulating what “good” could look like and gauging how fully people want to embrace the possibilities.
Watch for signals that change is needed. With priorities constantly shifting, identifying which warning signs matter most is hard. The impact of maintaining the status quo is often unclear. If delaying change is harmful, how do we elevate that effectively?
Several succinct sayings captured the spirit of the discussions:
- Pain is unavoidable. Suffering is not necessary.
- It takes nine months to have a baby, no matter how many people you put on the job.
- People change when they feel hope, not pressure.
Yet, beyond all these insights, the real theme of the conference, for me, was The Power of Connection. I met colleagues I had only known virtually, reconnected with people I had not spoken with for years, and formed new relationships with individuals from multiple countries—conversations that would have taken months to develop online. I also gained a deeper appreciation for the Czech chapter’s professionalism, culture, and ethos.
Ultimately, change is best understood through stories, and stories rely on human connection. Stronger connections enable clearer communication—and clearer communication vastly increases the likelihood that change will succeed.