The pace and complexity of change is increasing while our ability to discern patterns, gain support, and execute suffers. Our sense of urgency cannot eliminate the need for interconnectedness, gaining acceptance, and multiple challenges that require attention and time. The U.S. adopted the metric system in 1866. Congress attempted to standardize the metric system by approving the Metric Conversion Act in 1975.1 Nevertheless, daily commerce continues to employ customary practices.

The failure to implement change is not merely a governmental phenomenon. Studies show that 50-59% of change projects fail to meet their goals, wasting resources, opportunities, and trust.2 It's time to re-examine our assumptions about leading change.

Traditional approaches, such as the top-down method, can stifle employee engagement and impede the two-way flow of information, leading to change fatigue. In 2016, 74% of employees supported change; that number plummeted to 22% in 2022. Furthermore, only 36% of employees reported a high level of trust in their organizations.3

Confusion follows when vision arises from intuition or following a current fad. The viability of the goal, discomfort with implementation plans, or fear about setting a precedent create discomfort.

Understanding Resistance to Change

Resistance to change arises from:

  • Concerns about Goals: Employees may worry if the mission shifts, their autonomy will be compromised, or customer service standards will decline. They are less likely to support the change if they don't recognize the personal benefits or the "What's in It for Me?" factor.
  • Implementation Anxieties: Familiar red flags—like unrealistic timelines, insufficient resources, or unclear roles—can trigger doubt. Technology projects overwhelmingly fail to meet the planned schedule, budget, and results (99.3%) of the time.4
  • Potential Precedents: Fear that the current change might be a stalking horse that will undermine culture, job security, status, reputation, or mission is not uncommon. Any sign of a "foot in the door" effort stirs concerns.

Demonstrating respect, openness, creative thinking, and a systematic process alleviates these concerns. However, existing approaches often fail to deliver these elements.

Five Components of Complex Change

We need new strategies and creative thinking. Unfortunately, fifty percent of executive decisions are based on limited analysis, introducing delays, discord, and confusion. The most common error is assuming that a top-down change approach is essential.5

Change has never been a quick fix and will never become simple. There are too many variables. Yet, that shouldn't prevent us from applying a systematic approach. Ninety-six percent of organizations are engaged in change efforts.6

The five-component process targets implementation through situational analysis, two-way communication, engagement, and crafting a cross-functional roadmap.7 Each component of the Executing Complex Change framework serves a critical role. While the model suggests a sequence, it is not a linear process. New circumstances erupt, requiring a new examination of an element. Cultural clues identify shortcomings or new issues.8

 

VISION—Capturing Opportunities

Change begins with a desire for improvement. Whether the goal involves leveraging artificial intelligence, expanding markets, creating a new product line, forming alliances, or restructuring, success depends on a comprehensive situational analysis. To ensure viability, check to make sure that you have:

  1. Analyzed both the benefits and the potential perils; 
  2. Incorporated input from employees, customers, and all stakeholders;
  3. Determined the expected resources and schedule;
  4. Evaluated the best, worst, and most likely scenarios;
  5. Identified necessary communication channels, systems, policies, procedures, and skills;
  6. Determined if a pilot program can guide the full implementation.

Although a change introduces risk, the most significant risk is believing that top management alone can effectively implement a new initiative.

Capabilities—Building Skills for Tomorrow

Developing human capital ensures change readiness. To flourish, organizations must advance workforce skills. By 2030, an estimated 40% of the U.S. workforce is expected to require upskilling or reskilling.9

Change continues, and so must our technical, social, and change leadership competencies. Continuous learning guarantees that core competencies are developed, practiced, and maintained. Sporadic efforts fail to deliver. A strong talent base provides readiness and flexibility.

Skill development enhances the workforce's abilities and confidence in implementing change. Fear of failure saps engagement. Check to make sure your team is change-ready:

  1. Are we maintaining our core skills?
  2. What new capabilities are likely to become important?
  3. Is the leadership pipeline robust?
  4. Do we practice and reward coaching and mentoring?
  5. Are we regularly monitoring and enhancing our talent development processes?

Talent development impacts retention, reputation, trust, and results. We cannot capture opportunities with outdated skills.

INCENTIVES—Leveraging Intangible Incentives for Commitment

Successful change depends on identifying and leveraging intangible incentives. While attention traditionally focuses on tangible incentives such as pay or benefits, intangible incentives — including personal growth, job satisfaction, autonomy, recognition, a sense of purpose, and collaboration —build commitment.

Commitment grows when employees feel a sense of control and are recognized for their contributions. Likewise, celebrating short-term achievements increases support.

The extent of support required varies with the scope of change. For example, moving a break room requires minimal support, moving a unit to a new floor requires moderate support, and relocating an organization across town demands substantial buy-in.

Intangible incentives have a great impact on helping people through change. Addressing the following improves the unity of effort:

  1. Does the culture and front line align with the change?
  2. What adjustments or alternatives can boost support?
  3. How much management and employee support does the change require?
  4. What new communication channels must be created?
  5. What will improve intangible incentives?

Every viewpoint contains an element of truth or reveals a conviction. By melding different perspectives, we enhance engagement and increase the chances of success.

RESOURCES—Resource Management

Knowing what to do, how to do it, and wanting to do it leads to the question of having the resources to accomplish the goal. Resource sufficiency demonstrates organizational commitment. Insufficient resources diminish morale and thwart progress.

Legislative bodies have frequently praised initiatives while simultaneously withholding funding. Private and non-profit organizations also shortchange resources that doom projects.

In addition to providing necessary material support, resource planning must encompass policy and system reviews. To ensure effective resource management, consider these key questions:

  1. What equipment, processes, facilities, systems, and budget are vital?
  2. What will ensure resource availability?
  3. What bottlenecks or issues can be expected?
  4. Are contingency plans realistic?
  5. Can we prevent burnout?

Effective resource allocation minimizes consumption, maximizes efficiency, and dodges dilemmas.

ACTION PLAN—Implementation Planning

Action planning transforms a daunting task into practicable steps, ensuring accountability and coordination. It serves as a roadmap that clarifies goals, tasks, accountabilities, staffing, resources, interdependencies, milestones, testing, and quality control. It also monitors the critical path.

Effective planning remains critical since plans inevitably vary. The planning process identifies variables, establishes effective communication channels, and coordinates efforts. Consider these aspects to confirm your plan's effectiveness:

  1. Is the schedule realistic?
  2. Are the milestones practical, measurable, and communicated?
  3. Has the critical path been identified?
  4. Does the plan answer the questions-- who, what, when, why, where, how, and how much?
  5. Will progress reviews enable timely adjustments?

The adage that failing to plan is planning to fail may be old, but it remains true.

EXECUTING SUCCESSFUL CHANGE

Traditional top-down methods often stifle employee engagement and result in high failure rates. We must rethink how we handle change. Using the five-component strategy, we can leverage situational awareness, prepare our talent, boost engagement, and provide sufficient resource allocation and planning. This method empowers organizations to thrive in our dynamic environment.10

Reflections

Identify a past change initiative and:

  1. Determine if one of the five components was key to its success or derailment;
  2. Identify if cultural alignment impacted outcomes; and
  3. Decide if employee engagement contributed to the outcome.