The paper deals with how an ongoing continuous minor organizational change affectsmanagement and operating core (IT analysts and controllers), as well as the communicationbetween the actors in the middle of an implementation of a digital control tool. The study isqualitative and the respondents in the company are interviewed in the middle of the ongoingimplementation. This is beneficial as the answers become more truthful and the risk ofpost-construction and rationalization is reduced. Based on the acquired theory and empiricalevidence, we have found that the implementation of the new digital control tool affects theactors in different ways during the implementation process. We have also found out that theopinions are divided in several cases. The experience differs mainly regarding whether thestrategy is clear or not. The management believes that there is a clear strategy, while theoperating core (IT analysts and controllers) believes that it is unclear and that they are ratherencouraged to use the tool, but that there is no concrete execution plan for how to proceed.Communication, lack of time and lack of resources are commonly occuring and somethingthat should be addressed. Through meaningful communication and prioritization of resources,the company can streamline implementation, reduce human resistance and get the entireorganization on board with the change.