EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
Explore our Offerings
-
Amongst growing disruption, increased complexity and heightened employee expectations, new approaches to change management can drive improved transformation outcomes.
Read more
3. The change momentum
Change comes in all shapes and sizes, varying in both pace and scale, which together make up an initiative’s ‘change momentum’. Leaders should aim to classify where their change initiative lies in terms of momentum, and regularly reassess this throughout the project. The type of change momentum will dictate the challenges leaders may face. Indeed, each type of change has different watch outs:
- For slow, large-scale changes, leaders should watch out for loss of engagement. This can be tackled with an effective communication strategy. By providing regular updates, people feel like they are being kept in the loop. Another issue with this type of change can be siloed working. To avoid this, leaders should refocus on the shared goals of the change and see the opportunities for collaboration which are being missed.
- For fast, large-scale change, leaders can’t await absolute certainty to make every decision. To avoid delaying change processes, leaders should consider 80% certainty to be enough to make a decision on a given topic.7 Encouraging this rule will help leaders to make decisions when it matters. When facing fast change, leaders should also take extra care with their customers by providing extra support to smooth over any kinks created by the change.