Why understanding the individual side of change may be the most important part of transformation When organisations talk about transformation, the conversation often revolves around strategies, operating models, systems, structures and project plans. Yet organisations themselves do not change. People do. One decision, one behaviour, one conversation and one habit at a time. Over the years, I have noticed that many transformation initiatives struggle not because the strategy i

When change arrives in an organization, the visible shifts tend to take centre stage: new processes, new structures, new systems. What is less visible — and often far more decisive — is what happens to people. Change destabilises. Even when it is necessary, well-intended, or exciting on paper, it disrupts routines, identities, and informal certainties. And when that happens, people do not turn first to strategy decks, project plans, or leadership statements. They turn to thos