Change Management

70% of change initiatives fail. (And it's rarely because the idea was bad.) Here's what actually kills transformation: You picked the wrong change model for the job. It's like performing surgery with a hammer. Sure, you're using a tool. But it's the wrong one. I've watched brilliant CEOs tank their companies this way: Using individual coaching (ADKAR) for company-wide transformation. Result: 200 people change. 2,000 don't. Running a massive 8-step program for a simple process fix. Result: 6 months wasted. Team exhausted. Nothing changes. Forcing top-down mandates when they needed subtle nudges. Result: Rebellion. Resentment. Resignation letters. Here's what nobody tells you about change: The size of your change determines your approach. Real examples from the field: 💡 Startup pivoting product: → Used Lewin's 3-stage (unfreeze old way, change, refreeze) → 3 months. Clean transition. Team aligned. 💡 Enterprise going digital: → Used Kotter's 8-step process → Created urgency first. Built coalition. Enabled action. → 18 months later: $50M in new revenue. 💡 Sales team adopting new CRM: → Used Nudge Theory → Made old system harder to access → Put new system as browser homepage → 95% adoption in 2 weeks. Zero complaints. The expensive truth: Wrong model = wasted months + burned budgets + broken trust Right model = faster adoption + sustained results + energized teams Warning signs you're using the wrong model: • High activity, low progress • People comply but don't commit • Changes revert within weeks • Energy drops as you push harder • "This too shall pass" becomes the motto Match your medicine to your ailment: Small behavior change? Nudge it. Individual performance? ADKAR it. Cultural shift? Influence it. Full transformation? Kotter it. Enterprise overhaul? BCG it. Stop treating every change like a nail. Start choosing the right tool for the job. Your next change initiative depends on it. Your team's trust demands it. Your company's future requires it. Save this. Share it with your leadership team. Because the next time someone says "people resist change," you'll know the truth: People don't resist change. They resist the wrong approach to change. Want a PDF of my Change Management cheat sheet? Get it free: https://lnkd.in/daVis8GK ♻️ Repost to help a leader in your network. 💡 Follow Eric Partaker for more management insights.

People used to say "it takes 28 days to form a new habit." The reality is that neural circuits can rewire in one trial (e.g., psychological trauma) or 10,000 trials/reps. While it depends on the pathway, a major determinant of plasticity rate is the degree of brain and bodily state shift that occurs. The catecholamines—dopamine, epinephrine, and norepinephrine—are major “state-shifting” neuromodulators that underlie the “state/change + experience = plasticity” effect. There are behavioral and pharmacologic ways to alter their levels. Many of the prescription and illicit methods are addictive, by the way. The ideal scenario is one in which the thing you want to learn evokes catecholamine release. That requires natural excitement, focus, and a resulting state shift. Most adult learning is not like that. Most involves self-directed focus—a “friction” of sorts. Just remember: That friction is the gateway to self-directed plasticity. It reduces the number of trials required to learn. No friction, no learning—unless it’s something that naturally excites and focuses you.

Scaling from 50 to 100 employees almost killed our company. Until we discovered a simple org structure that unlocked $100M+ in annual revenue. In my 10+ years of experience as a founder, one of the biggest challenges I faced in scaling was bridging the organizational gap between startup and enterprise. We hit that wall at around 100~ employees. What worked beautifully with a small team suddenly became our biggest obstacle to growth. The problem was our functional org structure: Engineers reporting to engineering, product to product, business to business. This created a complex dependency web: • Planning took weeks • No clear ownership  • Business threw Jira tickets over the fence and prayed for them to get completed • Engineers didn’t understand priorities and worked on problems that didn’t align with customer needs That was when I studied Amazon's Single-Threaded Owner (STO) model, in which dedicated GMs run independent business units with their own cross-functional teams and manage P&L It looked great for Amazon's scale but felt impossible for growing companies like ours. These 2 critical barriers made it impractical for our scale: 1. Engineering Squad Requirements: True STO demands complete engineering teams (including managers) reporting to a single owner. At our size, we couldn't justify full engineering squads for each business unit. To make it work, we would have to quadruple our engineering headcount. 2. P&L Owner Complexity: STO leaders need unicorn-level skills: deep business acumen and P&L management experience. Not only are these leaders rare and expensive, but requiring all these skills in one person would have limited our talent pool and slowed our ability to launch new initiatives. What we needed was a model that captured STO's focus and accountability but worked for our size and growth needs. That's when we created Mission-Aligned Teams (MATs), a hybrid model that changed our execution (for good) Key principles: • Each team owns a specific mission (e.g., improving customer service, optimizing payment flow) • Teams are cross-functional and self-sufficient,  • Leaders can be anyone (engineer, PM, marketer) who's good at execution • People still report functionally for career development • Leaders focus on execution, not people management The results exceeded our highest expectations: New MAT leads launched new products, each generating $5-10M in revenue within a year with under 10 person teams. Planning became streamlined. Ownership became clear. But it's NOT for everyone (like STO wasn’t for us) If you're under 50 people, the overhead probably isn't worth it. If you're Amazon-scale, pure STO might be better. MAT works best in the messy middle: when you're too big for everyone to be in one room but too small for a full enterprise structure. image courtesy of Manu Cornet ------ If you liked this, follow me Henry Shi as I share insights from my journey of building and scaling a  $1B/year business.

Most changes fail, especially if they are complex. But why? The Lippitt-Knoster model explains exactly why you don’t get what you want. Making changes is notoriously difficult, especially if they are substantial and complex. In response, there are many change management approaches and step-by-step instructions for managing change. But, to manage change, it is essential to first understand it. Once we know the key ingredients of a successful change, we know what it takes to make it. Even more importantly, once we know these ingredients, we also know WHY a change fails, so that we can do something about it. According to the Lippitt-Knoster Model for Managing Complex Change, a complete change effort requires the following six ingredients: 👉 Vision: sets the direction and explains why the change is needed 👉 Consensus: creates alignment and commitment for the change 👉 Skills: outlines the skills and expertise needed to realize the change 👉 Incentives: creates the motivation and drive to make the change 👉 Resources: enables the change with the needed time, money and tools 👉Action Plan: clarifies the roadmap and steps for realizing the change All six are needed. Consensus was added later by Knoster and it’s not so clear if both originators agree. Yet, I find it essential for any change to be successful, so you need all six. If you miss one you don’t get the change you want. ❌ Miss Vision and you get Confusion ❌ Miss Consensus and you get Sabotage ❌ Miss Skills and you get Anxiety ❌ Miss Incentives and you get Resistance ❌ Miss Resources and you get Frustration ❌ Miss Action Plan and you get False Starts So, here is what it takes to make a successful (complex) change: Step 1: Vision. Create and share a clear vision of the change and why it is needed. What will the new situation look like? Step 2: Consensus. Engage people across the organization to gather input and align their viewpoints in line with the vision. Step 3: Skills. Identify which skills are needed, provide the necessary training, upskill or attract people with the right skills. Step 4: Incentives. Understand what motivates people and create the right mechanisms for intrinsic and extrinsic motivation. Step 5: Resources. Reserve enough time and money for making the change and obtain the necessary tools, technologies and other resources. Step 6: Action Plan. Develop a high-level roadmap and detailed action plan that outlines the priorities, order and steps for making the change. === Want to create true and lasting change? Then the Certified Strategy and Implementation Consultant (CSIC) program may be something for you. For more information and registration for the September 2024 cohort of this exciting program, and booking a call with our enrollment advisor, visit our website strategy.inc. 

Beside core #banking transformation the next wave of the banking evolution is increasingly driven from a focus on BaaS (Banking as a Service) models. Let’s take a look.   Core banking systems are back-end software that banks use to manage their most critical processes, from transactions to accounts and to all kinds of day-to-day operational needs. Originally developed in the 1960s and 1970s they are instrumental for a bank’s make-or-break: they influence costs, time-to-market, operational efficiency, and product sophistication. In essence they shape the bank's ability for #innovation.   Initially seen as the banks’ competitive edge, they have gradually transformed into their biggest handicap as their performance and sophistication could not match the needs of an increasingly digital world and competition from new, agile challenger players (the so-called fintechs).   Today core banking transformation is the jargon used by banks all over the globe to modernize their infrastructure with two things standing out: the move of in-house to the cloud and the adoption of flexible, open microservices.   But it’s a very expensive and uncertain game, with 70% failing according to Mckinsey research.   In parallel the need for open, scalable, flexible, efficient and fast set-ups as well as the decoupling of the back-end from the front-end, have brought to the fore the SaaS principle, which in banking we call BaaS (having banking replacing the software element).   Initially BaaS focused on servicing the outcome of the decoupling, meaning providing the #fintech challengers with the necessary infrastructure and licensing (often under one bundle) needed to compete on the interface, user experience side.   And it’s of course to be found behind the embedded #finance revolution, where BaaS is the bottom, infrastructure layer feeding into the various embedded finance offerings on the outcome, front-end side.   As of late we increasingly see BaaS main principles taking over core banking as well. The next generation of core banking transformation will be modular, cloud-native and fully API capable.   Opinions: my own, Graphic source: Royal Park Partners

Loyalty is failing. Gen Z & long-term commitment. 22% of Gen Z consumers consider themselves loyal to one brand is a clear warning for legacy loyalty strategies. Unlike previous generations, Gen Z doesn’t see brand loyalty as a long-term commitment, they’re loyal to moments, not just names. +43% increase in engagement and sales conversions among Gen Z Beauty brands offering "limited-edition drops" and collaborative experiences. +71% Gen Z say they would rather spend money on an experience than a product. >>Loyalty is FAILING, but why<< +Transactional systems feel outdated: Point-based rewards for repeat purchases don’t excite this audience. They expect more than discounts or free samples. +They’re brand-agnostic but experience-driven: Gen Z freely switches between brands if the experience, aesthetic, or values feel fresher or more aligned with their identity. +They buy into stories, not just products: They want to align with brands that represent something, social causes, cultural movements, or communities they relate to. >>DYNAMIC LOYALTY<< What’s this? as it name indicates its a system that rewards interaction, aligns with their values, and constantly evolves. And that is what your brand needs. → Create experience-driven loyalty programs: Offer early access to limited drops, invite-only events, or backstage content. Think like a fan club, not a punch card. +Example: A loyalty tier that unlocks tickets to a pop-up experience or an exclusive AR filter. →Let them co-create: Invite Gen Z customers to co-develop product ideas, designs, or campaign themes. Give them ownership in your brand’s creative journey. +Example: Voting on packaging designs or joining beta tester groups. →Align with their values: Sustainability, inclusivity, and social good aren’t nice-to-haves. they’re expectations. Use loyalty programs to reward actions too, like recycling, sharing causes, or supporting small creators. +Example: “Earn loyalty points by returning empties or attending a sustainability workshop.” →Deliver constant novelty: Rotate limited editions regularly. Use scarcity and surprise to create FOMO and buzz. +Gen Z doesn’t commit to a single brand, but they’ll keep returning if each visit feels fresh and share-worthy. →Go omnichannel but social-first. Should live across TikTok, Instagram, pop-ups, and web. Let them earn or unlock rewards through social engagement, not just purchases. +Example: A user gets exclusive content or perks for creating UGC with your brand. Bottom Line. Loyalty must be earned over and over through experience, relevance, and emotional connection. Think dynamic loyalty: a system that rewards interaction and go for it. Find my curated search of examples and get ready for your next HIT. Featured Brands: Balmain Benefit Chanel Charlotte tilbury Cerave Fennty L’Oreal OGX YSL #beautypackaging #beautybusiness #beautyprofessionals #experienceretail #luxuryexperiences #genz

Sustainability Risk Management Framework 🌎 This framework, adapted from Deloitte and illustrated by Antonio Vizcaya Abdo, presents a clear and structured approach to managing climate-related risks and opportunities in business. As sustainability becomes integral to decision-making, frameworks like this are increasingly essential for ensuring long-term resilience and value creation. The process begins with strategic alignment. It is crucial to evaluate future investments, clarify roles and responsibilities, define risk appetite, and ensure alignment with broader objectives such as the Sustainable Development Goals (SDGs). The next step focuses on identifying and prioritizing climate-related risks and opportunities. This involves collecting data, consulting stakeholders, defining objectives, and analyzing both physical and transition risks as well as emerging opportunities. A key strength of this framework lies in its integration of metrics, targets, and risk management processes. This ensures that assessments are not isolated but embedded in the organization’s broader strategy and governance structures. Once risks and opportunities are identified, the framework shifts to response design. This phase involves creating tailored mitigation actions and seizing opportunities through short-, medium-, and long-term solutions. To support these actions, the development of key risk indicators (KRIs) is essential. These indicators provide the means to track progress, adjust strategies, and maintain accountability across functions and business units. The final step emphasizes communication and transparency. Whether through standalone reports or integrated sustainability disclosures, clear communication of findings and progress is essential to meet stakeholder expectations and regulatory demands. Effective sustainability risk management is not just about protecting value—it is also about enabling new forms of growth, innovation, and resilience in a changing climate context. Frameworks like this offer a pathway to move from intention to implementation, turning risk into strategic opportunity through structure, foresight, and rigor. #sustainability #sustainable #business #esg #risks

How do you know if you're emotionally intelligent? Well, more than 10 million people have taken my emotional intelligence tests and 500 thousand have attended my trainings, so I have some pretty good data to work from. This list captures the little things that emotionally intelligent people do. And most people are surprised by the degree to which emotional intelligence comes down to the little things you do and say each day. Here's why these little things matter... 1) Emotional intelligence is about emotional pattern recognition, not just emotional awareness. It’s not enough to feel deeply—you must spot recurring emotional themes in your life (e.g., always feeling defensive with authority) and decode what they signal. Growth happens when you connect the dots over time. 2) These behaviors signal internal stability, not just kindness. Apologizing, empathizing, or forgiving may seem outward-facing, but they actually stem from a grounded inner world. You can only give others grace when you’re not ruled by your own emotional chaos. 3) Real emotional intelligence is boring in real time. There’s no drama. It’s the person who pauses, listens more than they speak, and quietly shifts behavior over time. Emotional intelligence often won’t get applause, but it builds trust like nothing else. Give the list another read. How many of the 7 things below do you do CONSISTENTLY? 7 SIGNS THAT YOU ARE EMOTIONALLY INTELLIGENT 1. You dissect your feelings You reflect on what you’re feeling and seek to understand why. You do the same for others—curiosity builds deeper connections. 2. You stay authentic Being real does not mean oversharing. You speak from your values, you mean what you say and say what you mean. 3. You practice empathy Before judging, you try to understand another person’s perspective. 4. You apologize when you are wrong Saying “I am sorry” isn’t about ego, it is about connection. You own your mistakes because relationships matter. 5. You forgive and let go Holding grudges weighs you down. You let things go, sometimes even before the other person apologizes. 6. You pause before responding You reflect on what you are feeling and seek to understand why. You do the same for others—curiosity builds deeper connections. 7. You learn from your mistakes No one is perfect. When emotions get the best of you, you reflect, identify patterns, and grow from the experience. ------ ♻️ Like, follow, and repost if this resonates. Follow Travis Bradberry and sign up for my weekly newsletter. Do you want more like this? 👇 📖 My new book, "The New Emotional Intelligence" is now 10% off on Amazon and it's already a bestseller.

This is the HR challenge that keeps me awake at night. We ask HR to change the engine. Then we don’t give them the keys. That's exactly what we're doing to HR leaders across every industry, every day. Last month, I sat across from a brilliant CHRO who looked defeated. She'd just been handed her third "culture transformation" mandate this year. The brief was crystal clear: Fix engagement, reduce turnover and build a high-performance culture but… Her budget? Unchanged.  Her authority? Non-existent.  Her seat at strategic decisions? Still fighting for it. "They want me to drive change," she said, "but I can't even change the coffee brand without three approvals." Four decades in this industry, and this conversation haunts me more than any other. We've created a fundamental paradox that's destroying HR effectiveness across organisations. Leadership expects HR to: + Transform toxic cultures overnight + Attract top talent in impossible markets + Drive engagement without addressing root causes But denies them: - Decision-making authority - Strategic budget allocation - Real influence over business direction It's like asking someone to architect a building while handing them only a paintbrush. The result? HR professionals burning out faster than the talent they're trying to retain. Organisations wondering why their "people initiatives" keep failing. Executives frustrated that their "people investment" isn't paying off. And the worst part? We blame HR for it. I’ve mentored some of the brightest HR minds in this country…sharp, driven, deeply committed to impact. But they often carry this quiet frustration: “We’re asked to deliver change, but not empowered to lead it.” This isn’t just unfair. It’s ineffective. We're wasting brilliant minds on impossible missions. The CHROs I know aren't just order-takers. They're strategic thinkers who understand that people performance drives business performance. They see connections between culture and revenue that most leaders miss. But we've reduced them to administrative executors of someone else's vision. The companies getting this right have figured out something fundamental: HR isn't a support function that implements people policies. It's a strategic driver that shapes business outcomes. So, to every founder, CXO, and board member reading this: If you want your people strategy to succeed, stop asking HR to drive change from the passenger seat. Give them the steering wheel, or accept that you'll keep going in circles. Because the future of your culture depends on it. #leadership #hrchallenges #hrstruggles

🚀 Now publicly available 🚀 The Data Innovation Toolkit! And Repository! (✍️ coauthored with Maria Claudia Bodino, Nathan da Silva Carvalho, Marcelo Cogo, and Arianna Dafne Fini Storchi, and commissioned by the Digital Innovation Lab (iLab) of DG DIGIT at the European Commission) 👉 Despite the growing awareness about the value of data to address societal issues, the excitement around AI, and the potential for transformative insights, many organizations struggle to translate data into actionable strategies and meaningful innovations. 🔹 How can those working in the public interest better leverage data for the public good? 🔹 What practical resources can help navigate data innovation challenges? To bridge these gaps, we developed a practical and easy-to-use toolkit designed to support decision makers and public leaders managing data-driven initiatives. 🛠️ What’s inside the first version of the Digital Innovation Toolkit (105 pages)? 👉A repository of educational materials and best practices from the public sector, academia, NGOs, and think tanks. 👉 Practical resources to enhance data innovation efforts, including: ✅Checklists to ensure key aspects of data initiatives are properly assessed. ✅Interactive exercises to engage teams and build essential data skills. ✅Canvas models for structured planning and brainstorming. ✅Workshop templates to facilitate collaboration, ideation, and problem-solving. 🔍 How was the toolkit developed? ��� Repository: Curated literature review and a user-friendly interface for easy access. 🎤 Interviews & Workshops: Direct engagement with public sector professionals to refine relevance. 🚀 Minimum Viable Product (MVP): Iterative development of an initial set of tools. 🧪 Usability Tests & Pilots: Ensuring functionality and user-friendliness. This is just the beginning! We’re excited to continue refining and expanding this toolkit to support data innovation across public administrations. 🔗 Check it out and let us know your thoughts: 💻 Data Innovation Toolkit: https://lnkd.in/e68kqmZn 💻 Data Innovation Repository: https://lnkd.in/eU-vZqdC #DataInnovation #PublicSector #DigitalTransformation #OpenData #AIforGood #GovTech #DataForPublicGood