![]() ![]() The most common mistake when it comes to change management today is trying to build momentum for transformation by hitting the accelerator. Unfortunately, many leaders are approaching change management by applying short-term fixes, which is unsustainable. The irony is that many of the goals of transformation - redesigning teams and structures, automating drudge activities, reengineering corporate culture - seek to ease burnout and fatigue and increase efficiency. We call the gap between the required change effort and employee change willingness the “transformation deficit.” Unless functional leaders steer swiftly and expertly, the transformation deficit will stymie organizations’ ambitions and undermine the employee experience, fueling decreased engagement and increased attrition. While more change is coming, the workforce has hit a wall: A Gartner survey revealed that employees’ willingness to support enterprise change collapsed to just 43% in 2022, compared to 74% in 2016. These circumstances, which require higher levels of productivity and performance, also mean a lot of change: In 2022, the average employee experienced 10 planned enterprise changes - such as a restructure to achieve efficiencies, a culture transformation to unlock new ways of working, or the replacement of a legacy tech system - up from two in 2016, according to Gartner research. Business transformation will remain at the forefront in 2023, as organizations continue to refine hybrid ways of working and respond to the urgent need to digitalize, while also contending with inflation, a continuing talent shortage, and supply-chain constraints.
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