Why Communicating Change Matters in a Manufacturing SME

In this blog, Clare Davis, Organisational and Workforce Development Specialist at Made Smarter, explores why clear communication is vital to every stage of transformation and how getting it right can make all the difference.

Change is a constant in manufacturing. Whether it’s adopting a new machine, reorganising production lines, or rolling out digital systems, small and medium-sized manufacturers (SMEs) can’t afford to stand still. Yet research shows that most change efforts fail.

Not because of poor technology, but because their people don’t understand or buy into what’s happening. The difference between success and failure comes down to one thing: how you communicate change.

In SMEs, employees are close to day-to-day operations and often take on multiple roles. This agility can be an advantage, but it also means that unclear or inconsistent communication quickly fuels uncertainty and resistance.

It is often said that “people fear change,” but this oversimplifies the issue. If people truly feared change, no one would ever move house, buy a new car, or travel to a new place. What people fear is uncertainty – not knowing what the change means for them, their role, or their future. This is why communication is central: it reduces ambiguity, provides clarity, and builds trust. The importance of communication runs through virtually every recognised change model.

In their 2025 Change Management Factsheet, the Chartered Institute of Personnel and Development (CIPD), highlights that resistance to change is not always negative – it represents a natural human response to perceived threats such as personal loss, uncertainty, or concerns about competence. Understanding these reactions is essential. Open and timely communication helps leaders identify concerns early and address them constructively, reducing the likelihood of disengagement and resistance.

Clarity builds trust, involvement drives ownership, and silence allows rumours to spread. In other words, the way change is communicated can make or break its success.

SMEs do not need large-scale campaigns to communicate effectively. What matters most is consistency, honesty and two-way dialogue.

• Start with “why.” Explain the reason behind the change in plain language. For example: “We’re bringing in this new machine to reduce downtime and make your job easier.”
• Keep it simple. Avoid jargon. Speak the language of the shop floor.
• Acknowledge emotions and uncertainty. People often experience shock, denial or frustration before acceptance. Leaders should validate these emotions rather than dismiss them.
• Make space for questions. Allow people to express concerns and listen actively. Often, their feedback highlights issues you haven’t considered.
• Build a shared narrative. Go beyond technical details by creating a clear vision for change. Urgency and vision help employees connect with the bigger picture.
• Celebrate small wins. Recognise when the change starts working. A simple “thanks” or a shout-out goes a long way.
• Be transparent and consistent. Avoid vague language or “false positivity”. Employees value candour about what will change, what won’t, and how decisions are being made.

These evidence-based actions create clarity, reduce uncertainty and strengthen trust – the foundations of effective change communication.

Change is never only about systems or processes, it is about people. Neuroscience shows that resistance can stem from deep-rooted safety responses, not simply unwillingness to adapt. Leaders who acknowledge this emotional journey and create  trust are more likely to build long-term commitment.

Relational leadership, based on openness and dialogue, is particularly important in SMEs where close-knit teams and visible leadership can either enable or derail change. By involving employees and respecting their expertise, leaders shift the perception of change from something imposed to something co-created.

For manufacturing SMEs, change is inevitable – but resistance is not. By communicating clearly, involving employees, and sustaining trust, leaders can transform uncertainty into opportunity. Technology and systems may trigger change, but it is people who drive it.

Leading change can feel daunting, but it becomes easier with the right tools. Made Smarter’s Leading Change programmes draw on proven frameworks such as Kotter’s 8-Step Model, the Kübler-Ross Change Curve, SWOT and PESTLE analysis, and Situational Leadership.

These evidence-based approaches enable SME leaders to:

•   Analyse the drivers of change inside and outside their business.
• Anticipate the emotional responses employees may experience.
• Adapt their leadership style to different team needs.
• Communicate effectively to build confidence and ownership.

By combining structured frameworks with peer learning and expert support, Made Smarter helps SMEs put people at the centre of every improvement. This ensures that technology adoption and process change are matched by leadership capability, employee engagement and lasting success.

Register your business to find out more about the support available from Made Smarter.