Change Management

70% of change initiatives fail. (And it's rarely because the idea was bad.) Here's what actually kills transformation: You picked the wrong change model for the job. It's like performing surgery with a hammer. Sure, you're using a tool. But it's the wrong one. I've watched brilliant CEOs tank their companies this way: Using individual coaching (ADKAR) for company-wide transformation. Result: 200 people change. 2,000 don't. Running a massive 8-step program for a simple process fix. Result: 6 months wasted. Team exhausted. Nothing changes. Forcing top-down mandates when they needed subtle nudges. Result: Rebellion. Resentment. Resignation letters. Here's what nobody tells you about change: The size of your change determines your approach. Real examples from the field: 💡 Startup pivoting product: → Used Lewin's 3-stage (unfreeze old way, change, refreeze) → 3 months. Clean transition. Team aligned. 💡 Enterprise going digital: → Used Kotter's 8-step process → Created urgency first. Built coalition. Enabled action. → 18 months later: $50M in new revenue. 💡 Sales team adopting new CRM: → Used Nudge Theory → Made old system harder to access → Put new system as browser homepage → 95% adoption in 2 weeks. Zero complaints. The expensive truth: Wrong model = wasted months + burned budgets + broken trust Right model = faster adoption + sustained results + energized teams Warning signs you're using the wrong model: • High activity, low progress • People comply but don't commit • Changes revert within weeks • Energy drops as you push harder • "This too shall pass" becomes the motto Match your medicine to your ailment: Small behavior change? Nudge it. Individual performance? ADKAR it. Cultural shift? Influence it. Full transformation? Kotter it. Enterprise overhaul? BCG it. Stop treating every change like a nail. Start choosing the right tool for the job. Your next change initiative depends on it. Your team's trust demands it. Your company's future requires it. Save this. Share it with your leadership team. Because the next time someone says "people resist change," you'll know the truth: People don't resist change. They resist the wrong approach to change. P.S. Want a PDF of my Change Management cheat sheet? Get it free: https://lnkd.in/dv7biXUs ♻️ Repost to help a leader in your network. Follow Eric Partaker for more operational insights. — 📢 Want to lead like a world-class CEO? Join my FREE TRAINING: "The 8 Qualities That Separate World-Class CEOs From Everyone Else" Thu Jul 3rd, 12 noon Eastern / 5pm UK time https://lnkd.in/dy-6w_rx 📌 The CEO Accelerator starts July 23rd. 20+ Founders & CEOs have already enrolled. Learn more and apply: https://lnkd.in/dwndXMAk

Most changes fail, especially if they are complex. But why? The Lippitt-Knoster model explains exactly why you don’t get what you want. Making changes is notoriously difficult, especially if they are substantial and complex. In response, there are many change management approaches and step-by-step instructions for managing change. But, to manage change, it is essential to first understand it. Once we know the key ingredients of a successful change, we know what it takes to make it. Even more importantly, once we know these ingredients, we also know WHY a change fails, so that we can do something about it. According to the Lippitt-Knoster Model for Managing Complex Change, a complete change effort requires the following six ingredients: 👉 Vision: sets the direction and explains why the change is needed 👉 Consensus: creates alignment and commitment for the change 👉 Skills: outlines the skills and expertise needed to realize the change 👉 Incentives: creates the motivation and drive to make the change 👉 Resources: enables the change with the needed time, money and tools 👉Action Plan: clarifies the roadmap and steps for realizing the change All six are needed. Consensus was added later by Knoster and it’s not so clear if both originators agree. Yet, I find it essential for any change to be successful, so you need all six. If you miss one you don’t get the change you want. ❌ Miss Vision and you get Confusion ❌ Miss Consensus and you get Sabotage ❌ Miss Skills and you get Anxiety ❌ Miss Incentives and you get Resistance ❌ Miss Resources and you get Frustration ❌ Miss Action Plan and you get False Starts So, here is what it takes to make a successful (complex) change: Step 1: Vision. Create and share a clear vision of the change and why it is needed. What will the new situation look like? Step 2: Consensus. Engage people across the organization to gather input and align their viewpoints in line with the vision. Step 3: Skills. Identify which skills are needed, provide the necessary training, upskill or attract people with the right skills. Step 4: Incentives. Understand what motivates people and create the right mechanisms for intrinsic and extrinsic motivation. Step 5: Resources. Reserve enough time and money for making the change and obtain the necessary tools, technologies and other resources. Step 6: Action Plan. Develop a high-level roadmap and detailed action plan that outlines the priorities, order and steps for making the change. === Want to create true and lasting change? Then the Certified Strategy and Implementation Consultant (CSIC) program may be something for you. For more information and registration for the September 2024 cohort of this exciting program, and booking a call with our enrollment advisor, visit our website strategy.inc. 

In companies where productivity has increased by 50%, creativity has doubled, and employee satisfaction is at an all-time high, one surprising change stands out: ditching the outdated obsession with time tracking. Too many managers are stuck in an outdated paradigm, fixating on: • When employees clock in • How long they sit at their desks • Micromanaging daily schedules But we’ve hired smart, capable professionals. Treating them like children who need constant supervision is not just demeaning – it's counterproductive. However, it's crucial to maintain a balance. While micromanagement is detrimental, companies still need to ensure discipline and focus on key priorities. The goal is to empower employees while aligning their efforts with organizational objectives. That’s why one needs to focus on result-focused management: 1. Shift your metrics: Focus on project milestones, work quality, and client satisfaction instead of hours logged. 2. Embrace flexibility: Allow flexible hours and remote work when possible. Trust employees to manage their time effectively. 3. Cultivate a culture of trust: Communicate openly about priorities and challenges. Reward results, not face time. Promote work-life balance and well-being. Companies like Netflix, Basecamp, and Atlassian have implemented results-only work environments (ROWE) with remarkable success. They report higher employee engagement, better outcomes, and a more dynamic, innovative workplace culture. What's one positive outcome you've experienced (as a manager or employee) when given more autonomy at work? #Leadership #EmployeeEmpowerment #WorkplaceCulture

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

“Our messaging is not working” Enrique Ortiz, a veteran conservationist and founding member of the Andes Amazon Fund, has spent decades translating the complexities of ecosystems into action. But in his recent commentary for Mongabay, he issues a striking critique—not of science itself, but of how it’s conveyed. “Facts are not the most important part,” Ortiz writes. “The current narrative needs a re-thinking.” That rethinking, he argues, begins not with more data, but with deeper insight into how people process information, make decisions, and respond emotionally to the world around them. Ortiz’s concern is not that people are unaware of climate change. In fact, the majority of the global population acknowledges it. But many remain unmoved, caught in a web of abstract language, ideological filters, and emotional distance. Scientific accuracy, while essential, often falters in the face of cognitive and cultural barriers. Ortiz points to the findings of cognitive scientists and neuroscientists: facts rarely shift belief systems. Instead, people gravitate toward stories, experiences, and social cues. “When facing uncertainty,” he notes, “humans make decisions that are satisfactory, rather than optimal.” This disconnect, Ortiz argues, is especially clear in environmental communication. Words like “rewilding,” “green,” or “ecological” may have once inspired clarity, but have since become muddled through overuse or conflicting interpretations. Worse, they sometimes trigger skepticism or backlash. In this fog of abstraction, the human connection is lost. What’s needed, Ortiz suggests, is a new narrative strategy—one that harnesses the emotional power of stories and speaks to how people actually think and feel. He draws from his own experience as an educator: while his lectures on plant-animal interactions faded from memory, it was the stories that lingered. This phenomenon, known as “narrative transportation,” isn’t mere sentimentality. It’s a neurological reality that helps ideas stick—and decisions shift. Rather than continuing to warn of catastrophe, Ortiz believes we should share stories of adaptation and resilience. From Andean farmers modifying how they grow quinoa and potatoes, to everyday consumers making environmentally conscious choices, these narratives offer agency and hope. They bridge divides and foster shared values. “Our messaging is not working,” Ortiz writes bluntly. “We need a revolution in narratives—and in how we tell them.” That revolution may begin not in the lab or the newsroom, but in the quiet space where empathy meets understanding—and where change can finally take root. 📰 His piece: https://lnkd.in/gmrWBcc5 📸 Hoatzin. My photo.

“We are the last generation of leaders who will only lead people. The next generation will lead people and agents.” That sentence stopped me in my tracks at IBM Think 2025. It’s bold. It's provocative. And it's true! For decades, leadership meant inspiring, managing, and guiding teams of people. Now, we’re entering a new era—one where AI agents become an integral part of every team, process, and decision. At #Think2025, I saw the future unfold live: 🌀 PepsiCo is orchestrating 1,500+ agents across sales, HR, and operations. 🌀 Slack automated over 650,000 customer service interactions. 🌀 And IBM? They’ve built a platform where anyone—developer or not—can build and personalize their own AI agents in minutes. Read more here: https://lnkd.in/eYHBhKVh And here’s the real shift: Leadership is no longer just human-centric. It’s hybrid. You’ll lead people—with empathy, vision, and inspiration. And you’ll lead agents—with precision, strategy, and code. This isn’t science fiction. This is now. In the coming months, this ability could be a key factor in distinguishing good leaders from great ones. How to build this? Start here: 3 Skills future-ready leaders need to build ➡️ Trust-Building in Hybrid Teams: Develop strategies to build trust between humans and AI—including transparency, clear handoffs, and progressive autonomy ➡️ Workflow Thinking: Learn to design human+agent workflows, not just manage tasks. Think orchestration and delegation ➡️ Change Leadership: Guide people through fear and uncertainty toward curiosity and capability. The mindset shift is half the battle 👉 So here’s my question to fellow leaders: Have you started preparing to lead both people and AI agents? #IBMpartner #AI #Leadership #Transformation #AgenticAI #Innovation #Changemanagement

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

Account-based GTM is having a big resurgence. It used to be reserved for the highest value accounts ($100k+ deals) -- frankly it was too manual & too expensive to scale beyond that. As account data becomes a commodity -- and as AI tools help automate deep account research -- we can bring our entire target market into our CRM & tailor all our pipeline efforts on the best-fit accounts. Here's the thing: pivoting to ABM is still brutal. There are no real playbooks. And there's a painful lack of tactical resources. Emilia Korczynska, VP of marketing at Userpilot, had to learn the hard way ("ABM or die trying..."). Today she shared the tactical guide she wished someone gave her *before* she started. Read it in Growth Unhinged: https://lnkd.in/eHY8Ss5t Spoiler: it worked. Emilia's team generated >$650k in pipe in 90 days with $12 in pipe per $ spent. And now they're doubling down. Here's the TL;DR - your ABM checklist: 1. Define your ABM goals & leading metrics. 2. Pick a level of personalization (1:1, 1:few, 1:many). 3. Set up campaigns: account stages, account scoring. 4. Decide on a duration: how long campaigns will last. 5. Select channels to reach your target audience (Emilia started with LinkedIn). 6. Build your list of targets: accounts, personas, etc. 7. Prepare the content, messaging, ad formats, etc. (Make sure to define a hand-off point with BDRs). 8. Approve the budget & resources. 9. Set up dashboards to track campaign performance. 10. Onboard tools/vendors for each element of ABM. As a side note, Emilia chose an 'unbundled' ABM tech stack with 8 tools, costing ~$2.5k per month. The choices: - For list building: HubSpot (CRM), Clay, BuiltWith, Apollo.io - For campaign assets: Notion - For intent recognition & account scoring: ZenABM/Fibbler - For ad campaign mgmt, lead flows, reporting, sales outreach: HubSpot (Marketing) - For prospecting: Salesloft Hope this guide makes ABM a little less of a nightmare 🙏 #abm #marketing #gtm #saas

In a recent discussion with Priscilla Ng, Prudential plc’s Group Chief Customer and Marketing Officer, we delved into Prudential’s shift towards customer-centricity. This conversation underscored the seamless integration of digital innovation and the essential human touch in the insurance sector.   Here are five key insights from our discussion applicable across industries:   🔹Strategic Integration of AI and Human Insight: Prudential is not just using AI to streamline processes; they are using it to significantly enhance personalization and customer service. From simplifying underwriting to transforming service at customer touchpoints like call centers, AI is proving to be transformative. How can other industries use AI not merely for efficiency but as a catalyst for customer connection?   🔹Empowering Employees: In the journey of digital transformation, the role of technology is as crucial as the people behind it. Priscilla emphasized the importance of equipping over 15,000 employees with the necessary mindset, skills, and tools to excel in a digitally evolving landscape. What strategies can companies implement to ensure their teams thrive amidst technological change?   🔹Balanced Approach to Digital and Human Interaction: Despite extensive technological integration, the human element remains critical at Prudential. Their approach ensures that digital enhancements support rather than replace human interactions, thereby strengthening customer relationships. How can businesses maintain this balance to enhance, not undermine, human connections?   🔹Navigating Challenges in Transformation: Adapting to digital transformation comes with challenges, from aligning large teams with new strategies to continuously adapting to emerging technologies. Priscilla shared that a steadfast focus on customer-centricity is essential for navigating these challenges. How can other organizations keep their focus on customer needs while managing transformation complexities?   🔹Continuous Learning and Adaptation: A crucial aspect of Prudential’s transformation is fostering an environment of continuous learning and adaptation. This involves training in new technologies and developing a deeper understanding of customer needs and behaviors. How can continuous learning be structured to keep pace with rapid technological advancements and evolving customer expectations?   This dialogue is part of McKinsey’s ongoing series exploring how leaders steer their companies through transformations. Stay tuned for more insights shaping today’s business landscape. Full interview: https://lnkd.in/gtjphW2s   #Leadership #DigitalTransformation #CustomerCentricity #InsuranceIndustry #AI