To mitigate some of the negativity that is created through change ask some of those people who are may be feeling disenfranchised / disenchanted to be part of the change process (ask them to be part of the team) show them the benefits of the changes that are going to be implemented ask them to help you map processes (the "as is" as well as "the future") - they in turn will see where the project/programme is going and the benefits that it is going to reap. How it may free up their time from bureaucracy to work on more important aspects of their role. And very importantly don't try to railroad or bully - you will just have barriers put in your way.
The people that you bring on board can then become the ambassadors for their areas of the business and take back to their teams/departments what they have learned from being part of the team and promote the benefits and positive aspects of the change.
As ambassadors people feel involved and have a “can do” attitude, they can feed back concerns that team members may have which can be addressed as soon as they arise so that they do not fester, become rumours and then obstacles that cannot be overcome.
The greatest challenge of any project is the buy in from the stakeholders – the people within the business are your greatest asset - they know the business intimately if you manage their expectations (and your own) your project will be a success.
