The qualitative phenomenological study explored the lived experiences of financial services industry change managers to understand the genesis of low data management information system project adoption rates. The goal of the study was to find methods to improve data management information system adoption rates. The participant pool consisted of 19 financial services change managers in the eastern United States. Data was collected, coded, and analyzed from 13 open-ended interview questions to determine themes. The results of the analysis led to the identification of seven themes: (1) level of importance given to change management role, (2) change managers knowledge, perceptions, values, and beliefs contributed to successful project adoption rates, (3) understanding the change management process improves project adoption rates, (4) change management skills and involvement influenced successful project adoption rates, (5) change manager leadership behaviors influenced successful project adoption, (6) change management and organizational cultures were conducive to project adoption success, (7) strong leadership enhances organizational values and improves project adoption success. Implications to this study included suggestions to help leaders balance the humanistic factor of change management, particularly when external consultants are used to managing data management information systems projects. Recommendations for future research included the expansion of the sample population to include business and technology representatives. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]