We explore how to achieve success in corporate transformation.
The discussion starts with the fact that many organisations still seem to rely on traditional top-down approaches, despite evidence that this method leads to disengagement, resistance to change, and change fatigue.
We conclude that there is a need for organisations to rethink their approach to transformation by putting people at the heart of the process. This means inviting people to co-create at scale, tapping into the collective intelligence of the organisation. Important is also to address both the rational and emotional side of change. Technological advancements, like AI, offer new ways to scale involvement, but the human aspect of leadership remains crucial.

Key Themes

1. The Problem with Top-Down Change

•  Research indicates that 75% of organisations still use top-down strategies, with management deciding and expecting employees to follow.
• This approach often results in change fatigue (50% of employees report feeling overwhelmed), disengagement, and resistance because employees are not sufficiently involved in the process.

2. The Importance of Involvement

• When employees can influence their own work and understand the rationale behind the changes, their engagement and resilience increase.
• Failing to tap into the collective intelligence of employees not only slows implementation but also misses valuable insights from those who know the work best.

3. Start with ‘Why’

• Organizations tend to focus on what needs to change, but a people-centered approach should start by exploring and understanding why the change is necessary.
• Employees need to understand both the outside-in perspective (bigger picture) and the inside-out perspective (personal motivation). This alignment creates a common language and helps employees see how the change benefits them and the organisation.

4. Scaling Change Involvement

• Involving more employees in change increases the chances of success. A study shows a tipping point. Minimum of 7% employee involvement is necessary for a positive return on transformation efforts.
• New digital platforms and AI, make it easier to involve employees at scale, overcoming delays and logistical challenges of traditional approaches.

5. Balancing Rational and Emotional Factors:

• Change isn’t just a rational process; it’s heavily influenced by emotions. Leaders need to acknowledge and address the hopes, fears, and potential resistance employees feel during times of transformation.
• Creating an open dialogue where people feel heard builds trust and reduces defensiveness.

Reflection Questions

• Purpose: Why does your organisation exist? How does it contribute to a larger purpose? How does that impact the way you approach change?
• Leadership Presence: How can you, as a leader, make time to personally engage with frontline employees to better understand their perspectives?
• Focus on People: Instead of focusing solely on what changes are needed, how can you help your people change and grow? How can you make change personal and meaningful for them?

About Second Crack
More information about us and our work is available on our website: secondcrackleadership.com

For questions, feedback, or suggestions, or to explore how we can help you develop your leadership, email us at [email protected].

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Martin Aldergård
Gerrit Pelzer