How It Shows
- Change communications are broadcast but not received
- Second-tier leaders do not carry the transformation forward
- Pilot projects succeed, but the rollout fails
- Employees say “yet another new initiative”
Typical Patterns
- The transformation was mandated top-down without genuine involvement
- The “why” behind the transformation is unclear or lacks credibility
- Middle management was bypassed and now blocks passively
- The pace of change exceeds the organization’s capacity to absorb it
What Needs to Be Decided Now
- Is the transformation narrative comprehensible to those affected?
- Which level was not sufficiently involved?
- Does the pace need adjusting, or does the communication require a fundamental rethink?
Where to Start
A sparring session clarifies where organizational buy-in breaks down — and what decision logic needs to become transparent for the organization to follow.