Making change relevant for those impacted

Too often change is commissioned by senior leaders who are excited by what it will achieve strategically. They commit to the changes because they can clearly see how the scope of the change is the route to achieving one or more of their strategic objectives. At the other end of the scale are individuals who must make the effort and bear the brunt of the disruption needed to change how they work. They don’t think about strategic objectives, they have day to day pressures that the change directly impacts. They don’t see the excitement and the value of the change, it is another requirement that they need to meet.