I facilitate many change management learning sessions and have the opportunity to engage with a wide range of managers tasked with enabling change. Almost unanimously their experiences have not been good. Over the next 12 weeks, I’ll share what I believe are the key topics within change and how to use these insights to propel your change management program.
In the first paper, I’ll focus on the MOST CRITICAL issue… starting with WHY.
In recent years, a notable failure due to unclear reasons for change occurred at Nokia. Once a dominant player in the mobile phone industry, Nokia struggled to transition effectively during the smartphone revolution. The company’s leadership failed to clearly articulate the necessity and strategic vision behind their shift towards the Windows Phone platform. This lack of clarity led to internal confusion and misalignment with market needs, as stakeholders, including employees and partners, were not fully engaged or convinced of the reasons for abandoning their existing Symbian platform in favor of an untested alliance with Microsoft. The failure to establish a clear, compelling ‘why’ for this strategic pivot contributed significantly to Nokia’s rapid decline in the smartphone sector, culminating in the sale of its mobile phone business to Microsoft in 2014.
The importance of having detailed conversations with the widest possible range of stakeholders and engaging with the ‘why’ behind change initiatives cannot be overstated. Inadequate investigation, exploration and explanation of the ‘why’ is probably the significant factor in the failure of many organizational change efforts (anecdotal evidence – i’ve not done research). This failure stems theoretically from a lack of clarity and engagement with the stakeholders affected by the change; but in reality comes from a lack of time. Managers are tasked with doing something and go ahead and do it, to the very best of their ability; and change fails. To address this issue, change must be framed as a two-way conversation, linking change to solving current pains and allaying future anxieties to overcome natural inertia and create necessary momentum.
Understanding our Why
The ‘why’ forms the foundational rationale for any change initiative. It encompasses understanding the current challenges the organisation faces, explains the reasons behind the need for change, articulates primarily the essential problem. At this stage we haven’t go to the solution – so don’t articulate what you hope to do. Build understanding around the problem first- and explain why solving this is urgent and important. No solutions yet, just problems. This engagement must go beyond mere statements of intent to a vivid depiction of current issues that the change aims to resolve; focusing on “our” why. The clarity of this ‘why’ helps stakeholders understand the purpose and necessity of the change, fostering a sense of urgency and alignment with organizational goals.
Importance of Two-Way Communication
Most failed change is a monologue- the leader telling their people of the absolute need for change, and sharing their momentous plan, seeking buy-in.
Successful change needs dialogue. When stakeholders are involved in the conversation, their feedback and concerns can be identified and acknowledged, enhancing their commitment to the process. This involvement also helps in refining the change strategy to better suit the organizational culture and the specific needs of different groups within the organization.
Linking Change to Stakeholder Needs
Effective change leaders connect the rationale for change to stakeholders’ daily experiences and challenges. This genuine connection makes the change relevant and rational, identifying the reasons for inertia, and reducing the potential for resistance by identifying widespread afflictions. For instance, if a change initiative aims to introduce new technology, explaining how this will simplify mundane tasks, reduce unforced errors, and save time directly addresses employees’ daily frustrations and challenges.
Practical Ways for Managers to Explain the ‘Why’ Behind Change
1. Start with Casual Conversations, Not Formal Meetings: Begin by casually walking around and talking to your teams. Grab a coffee, drop by their workspaces, and chat informally about what’s going on. Build trust first so people feel comfortable sharing their real thoughts and concerns. Once you’ve opened up communication this way, then you can consider moving on to more structured discussions like team huddles or workshops. The key is to show genuine interest, not just deliver your agenda.
2. Use Different Channels to Get the Message Across: One size doesn’t fit all when it comes to communication. Some people respond better to face-to-face chats, while others prefer written updates. Mix it up—use short, direct emails, team meetings, and quick presentations. Tailor your approach based on what works best for each group. And don’t rely on a single big announcement; reinforce your message through various touchpoints until it sticks.
3. Co-Create the Vision Based on What You Hear: Instead of announcing a pre-set vision, refine your original idea based on what you’ve learned from these conversations. Once you’ve gathered feedback, develop a vision that feels relevant to everyone. Make it clear, practical, and something people can see themselves working towards. When the vision is co-created, it feels more authentic and achievable.
4. Keep Feedback Going—Don’t Just Make It a One-Time Event: Even after you’ve shared the vision, keep communication flowing. Set up regular checkpoints—monthly team meetings, open-door hours, or even quick pulse surveys. Let people know you’re still listening and adapting based on what they share. This ongoing dialogue shows that their input matters and helps keep the momentum going.
5. Link the Change to What Already Works Well: Instead of positioning the change as a complete overhaul, show how it builds on what’s already strong in the company’s culture. For example, if your company values teamwork, emphasize how the change will enhance collaboration, not replace it. This way, the change feels like a natural progression rather than a disruptive force.
6. Show, Don’t Just Tell, That Leadership is Committed: Leaders need to be visible and active in driving the change—not just making speeches. They should be seen attending workshops, participating in feedback sessions, and making decisions that reflect the new direction. People believe what they see, so leaders need to back up their words with consistent, visible actions that demonstrate commitment
… and Two things to avoid doing
1. Avoid Rushing the ‘Why’: Take your time to explain the reasons for change thoroughly to ensure everyone understands and aligns with the initiative. A hurried explanation can lead to confusion and resistance.
2. Don’t Impose Change Top-Down: Engage stakeholders in developing the change strategy rather than imposing it. Participation reduces resistance and enhances commitment to the change.
Addressing the challenge of an inadequate explanation of the ‘why’ in change initiatives requires a deliberate focus on transparent, inclusive, and continuous dialogue. By ensuring that all stakeholders understand and are engaged with the rationale for change, organizations can significantly enhance the success rate of their change initiatives.
Les Buckley September 2024
References
Armenakis, A. A., & Harris, S. G. (2009), “Reflections: Our Journey in Organizational Change Research and Practice,” Journal of Change Management.
Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008), “The Effects of Transformational and Change Leadership on Employees’ Commitment to a Change: A Multilevel Study,” Journal of Applied Psychology.
Kotter, J. (1995), “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review.
Suominen, A. & Hyrynsalmi, S. (2017), “From Nokia to Microsoft: Mobile Phones Market Restructuring and Trends,” Technology in Society.