You’ve heard the statistic a million times: 70% of change initiatives fail. The question is, what are the 30% doing right? They don’t just rely on a good strategy, they pay attention to what happens next—how the change is activated and integrated within the organization.
Change initiatives promise innovation and growth, but without the right execution, they can easily fizzle out. So what’s causing most change efforts to stumble right out of the gate?
1. You Can’t Win A Race If Your Team Doesn’t Know Why They’re Running
Leaders often drop the ball on communicating the why behind a change. Author Simon Sinek believes you need to start with the “why” as it’s the most critical part of communication before addressing the “how” and the “what”. Sinek emphasizes "People don’t buy what you do; they buy why you do it." Failing to explain the reason for a change leaves room for uncertainty and resistance to creep in, undermining the initiative before it even gets off the ground.
2. Without Buy-In, Change Is Just A Plan
One of the biggest reasons change initiatives crash and burn? The very people expected to make it work aren’t on board. A lack of buy-in from employees can and will derail even the best well-thought-out plans. Without having a say or a personal stake in the game, they might nod along, but they won’t go the distance. Employees need to see how the change will benefit them because let’s face it, WIIFM is one of the top questions on their mind. Without their buy-in, that detailed plan of yours will stay exactly that—a plan.
3. Overemphasis On Strategy, Underemphasis On Execution
Consultants will charge a fortune for multi-page PowerPoint slides filled with elaborate plans for your change initiative. But here’s the kicker: they aren’t usually there to actually implement the change, which is when things often fall apart. Great strategies fail when they live only on paper. More attention and time needs to be given to how the change will be rolled out, tracked, and eventually adopted.
This brings us to the change activation gap—the disconnect between a great change strategy and the adoption needed to make it stick. Change activation is the missing link that ensures plans don’t just stay on slides but resonate with employees. Without it, even the best strategies fail to gain traction. So how do you close the activation gap?
Lead with the Why
When you clearly communicate the purpose behind your change initiative, it stops being just another task on the to-do list and becomes a mission tied to something bigger—a cause worth backing. Plus, it helps quiet those anxious "why" questions employees start inventing when they’re in the dark. Like, "Why do I need to switch roles?" or "Why change how I’ve always done things?". Give them the clarity they need, and you’ll have their support, not their skepticism.
Buy-in Needs to be Across the Board
Getting buy-in across all levels is key. Start by involving employees and stakeholders early on in the process. When people feel included and heard, they’re more likely to get behind the change. Empowering managers to champion the change is equally crucial—they’re the bridge between strategy and execution. Managers can address concerns, rally their teams, and ensure the change is embraced on the ground.
Spend More Time On Execution Vs. Strategy
Once you’ve nailed down your strategy, plan to spend more time on the change activation portion of your plan. Focus on how your change efforts will translate to real-world implementation, ensuring everyone knows their role and when they need to take action. With that said, juggling multiple platforms and sifting through hundreds of emails can be tough to manage. That’s where Tigerhall comes in.
Easily centralize your change initiative plans all in one place with Tigerhall, a platform built to turn ambitious change plans into real action. It enables you to personalize bite-sized communication, align teams, track progress in real-time, and get helpful feedback from teams around the world. With these tools seamlessly integrated into your workflow, you'll bridge the activation gap and put yourself in the winning 30% of change initiatives that actually succeed.
