Why the same change strategy works in one organisation, but fails in another
Every organisation sets out on its change journey with the same ambition: to move forward, to evolve, to transform. Yet two organisations can start with the same vision, use the same consultants, adopt the same frameworks, and still end up in completely different places.
One thrives, energised by purpose and clarity. The other flounders, stuck in confusion and fatigue. The difference? It’s rarely the plan itself. It’s the people, the culture, and the way the change is lived every day that allows for change to embed… or not. In fact, working alongside so many businesses navigating transformation has meant we’ve identified the recurring factors that consistently make or break success; and, we can show you them all now.
1. Leadership alignment isn’t optional
Change starts and ends with leadership. When senior leaders are truly aligned, not just on the strategy, but on the purpose and principles behind it, the rest of the organisation feels it. Misalignment at the top is one of the quickest ways to derail transformation because it shows up as shifting priorities, conflicting messages, and projects that stop and start without clear reason. Meanwhile, teams lose confidence and momentum; especially without a unified direction. Notably the best leaders debate vigorously behind closed doors but present with one clear voice in front of their people.
2. A culture open to change matters more than a “resilient” one
We often hear that organisations need to build resilience, but resilience alone can imply endurance: a.k.a, surviving change rather than engaging with it.
Cultures that thrive through transformation are those that see change as opportunity, not threat. Leaders in these environments communicate openly about uncertainty, create space for questions, and acknowledge discomfort without dismissing it. A workforce that feels informed and included will adapt faster, innovate more freely, and help carry the organisation forward.
3. Capability can’t be assumed
Even the best strategy falters when the people delivering it aren’t equipped for the job. Too often, individuals are promoted into change roles because they know the business well, but without the coaching, support, or tools they need to lead transformation effectively.
Transformation requires specific skills: stakeholder engagement, decision-making under ambiguity, collaboration across silos. These capabilities don’t appear overnight.
If they don’t exist in-house, they need to be brought in, but just as importantly, external experts must model the same stakeholder management skills in order to be effective.
4. Progress matters more than perfection
Perfectionism is one of the most common killers of momentum. When every element of a change initiative must be polished before it’s shared, projects stall and opportunities disappear. Successful organisations take an iterative approach: test, learn, adjust, repeat. They accept that not every detail will be right the first time and communicate that clearly to their people.
5. People are the foundation of every transformation
Every spreadsheet, system, and structure in a change program ultimately points back to one thing: people.
When change becomes more about cost-cutting or deliverables than about experience, engagement drops and talent walks. In contrast, when decisions are made with the question “what does this mean for our people?” at the centre, outcomes improve across the board.
Ultimately, leaders who communicate transparently, listen actively, and close the feedback loop create a sense of shared ownership. Change becomes something done with people, not to them — and that’s when it truly sticks.
