Falling Apart to Fall Together; Recasting Change Management

Marilyn Monroe famously said, “Sometimes good things fall apart so better things could fall together.” While Monroe never dabbled in the fine art of change management as we might understand it, she understood that real change implies that legacy practices and assumptions have, well, fallen apart.

Like many of you, I came of age in business at a time change management centred on finite, clear projects. For example, the organization might be restructuring a department or implementing new software. As innovation thought leader Sherrod Odilov notes, the project du jour proceeded with “a linear process: define the change; develop a strategy; implement the change; monitor and adjust.[1]” This project-centric model of change management worked well for those of us tasked with implementing the change. Give me the project, and I’ll design and lead the process. The problem with the legacy understanding of change management is that the paradigm assumed that change was temporary and that it wasn’t personal… after we implement the process and complete the process, everything will go back to normal. Our new understanding of change management assumes that there is no longer a “normal.” I know this… you know it too. Change management can fall together when we come to terms with an essential truth: The organizations we serve, like the contexts that surround them, are in a constant state of flux, and that is hard and uncomfortable.

Defining the Moment

Michael Mankins and Patrick Litre of Harvard Business Review remind us that change is now the norm in organizations. Driven by economic fluctuations, consumer trends, and the proliferation of AI, organizations recognize that they must be nimble to meet demand and expand the brand. Mankins and Litre note, “By our estimates, at any given time, more than a third of large organizations have a transformation program underway. When asked, roughly 50% of CEOs we’ve interviewed report that their company has undertaken two or more major change efforts within the past five years, with nearly 20% reporting three or more.[2]”The rub, however, is that the transformation launched in an environment of change is not “that transformative.[3]” For example, a 2023 survey by Bain found that among a sample of 300 organizations that engaged in transformation initiatives, only 12% reported satisfactory results, while 75% reported mediocre results.[4] In my opinion, the lacklustre results reflect adherence to old practices. If we assume that our organizations exist within an environment of constant change, our understanding of change management must begin with the premise that managing change and leading transformation is an ongoing process and one that focuses on aligning to purpose and personal impact – it’s about connecting heart and mind. So, let’s make effective change management “fall together.”

The Better Things: Embedding and Communication

I have come to view change management as an embedded practice, and you should too. What do I mean by embedded? For starters, embedded change management assumes that transformation in an organization is not project/initiative-based but, instead, is an ongoing facet of the organization’s life. Embedded change management understands that transformation, whether created by internal or external action, is the “normal” in an organization not the exception to the rule. In this light, change management is sewn into the day-to-day functioning of the organization, drawing from the buy-in from a robust subset of the organization’s employees. Change management implies that the organization is ready with a “change response” at the moment the currents shift. The more employees are engaged in change management, the better. Frankly, this is (Effective) Leadership 101. Whether you are navigating change or revamping the organization’s office space, the leader must bring as many stakeholders into the process as possible as an act of transparency and solidarity.

Embedded change management ensures that everyone within the organization has an opportunity to receive and potentially embrace the organization’s vision and strategic plan. In fact, August Al-Uqdah of Veritas asserts that siloed understandings of change management – the few with the plan tell everyone else what to do – will not sustain transformation. “Change,” Al-Uqdah notes, “will fail if the project does not have stakeholder and user support.[5]” Al-Uqdah adds, “By communicating and involving stakeholders early and often, shock and frustration among the team is minimized and ultimately creates an aligned team accepting – and even advocating – the new change.[6]”

Yes, effective change management presupposes excellent communication. Who among us has collaborated with leaders who “have a plan” but only tell us about the tasks they need us to accomplish to serve the plan? My response to this kind of leadership is something like, “If you want my best, help me understand the WHY behind your HOW…  the vision that’s supported through my work.” Your leadership ability is on full display for your employees through your change management communication. From my view, here are the essentials to effective change management communication:

• Be authentic and transparent when communicating with the team and other stakeholders. Articulate the challenge(s) and how your vision addresses the challenge(s). Speak with integrity… It’s ok to be optimistic so long as you’re honest about the challenge(s) afoot.
• Listen and leave space for questions. Anxiety arrives with change… your people might be anxious about what you are asking them to do and why you are asking them to do it. Again, speak with integrity.
• Vary your delivery. There’s never too much information when managing change. Write, post, offer the town hall, walk the floor, deliver the inspiring speech. At all times, it represents the challenge, the vision, and the ways everyone has a role to play in managing transformation.
• Make sure to articulate the ways all your people have “skin in the game.” Balance the challenges ahead for the organization with the opportunities. Here’s where we’d like to be in six months, a year, three years…

The Human Factor: Building a Dedicated Change Team

While communication is undeniably vital in change management, it’s not just about getting the message out. It’s about how we connect with both the heads and hearts of our people, driving not just understanding but actual behaviour change. Here’s where an experienced and dedicated team makes all the difference. Change management isn’t just a tactical process—it’s deeply people-centric, requiring a group of committed individuals who can guide the organization through the emotional and psychological landscape of transformation. You need individuals who are attuned not just to the operational side of change but to the emotional currents running beneath it. A strong change management team serves as both architect and advocate, developing the strategy but also helping employees navigate the choppy waters that come with change, providing clarity, empathy, and support.

This isn’t just a “nice-to-have”; it’s mission-critical. We can’t assume that change will succeed if we treat it as a box-checking exercise. Transformation is about shifting behaviours, re-aligning mindsets, and, ultimately, changing the very culture of an organization. And that requires a team of skilled professionals who can help people not just understand the change, but feel it, internalize it, and act on it.

Here’s why having a dedicated team (or contracting one) works:

• Specialization and Focus: Having a team solely focused on change ensures that they aren’t bogged down with other operational tasks, allowing them to dedicate their full attention to the transformation. This team isn’t just executing; they are constantly scanning the emotional temperature of the organization and making adjustments as needed.
• Human-Centered Approach: A strong change team is people-oriented by design. They focus on engagement, identifying champions, and addressing resistance at its root. They understand that successful change is as much about emotional buy-in as it is about logistical implementation.
• Adaptability: With a dedicated team, you’re creating a group that is consistently learning from feedback, monitoring progress, and pivoting as necessary. It keeps the organization agile, always ready for the next shift in the business environment or market landscape.
• Culture Building: Change, when managed well, can become a catalyst for creating a stronger, more resilient culture. A team dedicated to managing change understands that it’s not just about surviving the next disruption; it’s about building a future-facing culture that thrives in ongoing transformation.

So, while we’ve discussed the importance of embedding change management as a daily practice, let’s be clear—it’s the people within the organization that drive this change forward. And that’s why forming a dedicated, empathetic, and nimble change management team is crucial to ensuring lasting success.

Change management is an ongoing process, not a short-term ask. We live and work in a sea of transformation, so our thriving requires a nimble understanding of change management and effective, honest, persuasive leadership amid the sea. Do this, and the “better things could fall together.”

[1] Extracted from https://www.forbes.com/sites/sherzododilov/2024/09/24/why-ditching-your-old-change-management-plan-might-be-the-key-to-managing-change-more-effectively/

[2] Extracted from https://hbr.org/2024/05/transformations-that-work

[3] Ibid.

[4] Ibid.

[5] Extracted from https://info.veritasts.com/insights/embedded-change-management-how-to-be-a-change-manager-without-telling-anyone

[6] Ibid.