Change Management Lessons From Industry Leaders

I've led 17 M&A integrations. Here are the 5 critical lessons I've learned: 1. 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐭 𝐭𝐡𝐞 𝐓𝐨𝐩 𝐑𝐞𝐪𝐮𝐢𝐫𝐞𝐬 𝐚 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐌𝐢𝐧𝐝𝐬𝐞𝐭 Traditional leadership development fails during integration. Why? Because uncertainty demands a different kind of leader. Through these integrations, I learned to identify leaders who: • Thrive in ambiguity • Adapt their style instantly • Read situations before they escalate • Drive change without losing people 2. 𝐋𝐢𝐬𝐭𝐞𝐧 𝐚𝐧𝐝 𝐋𝐞𝐚𝐫𝐧 𝐁𝐞𝐲𝐨𝐧𝐝 𝐭𝐡𝐞 𝐍𝐮𝐦𝐛𝐞𝐫𝐬 The true value isn't just in products and revenue. Some of the best discoveries can come from understanding what made the acquired company exceptional in their: • Human resource strategies • Cultural dynamics • Inclusion practices These are often the hidden gems that should reshape the acquiring company, not just the other way around. 3. 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐰𝐢𝐭𝐡 𝐇𝐞𝐚𝐫𝐭 𝐚𝐧𝐝 𝐌𝐢𝐧𝐝 Success isn't just about systems integration. It's about: • Seeing the faces behind the spreadsheets • Understanding transferable skills • Creating meaningful roles that honor expertise • Walking in their shoes through the transition 4. 𝐁𝐞 𝐚 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐏𝐚𝐫𝐭𝐧𝐞𝐫 𝐭𝐨 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 I've watched great managers crumble during integration. And seen unexpected leaders emerge from the chaos. Here’s what differentiates: • Challenge assumptions constructively with market intelligence • Balance short-term wins with long-term strategic goals • Support decision-making with clear risk/benefit analysis • Act as a bridge between acquired and acquiring leadership teams 5. 𝐋𝐢𝐦𝐢𝐭 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐃𝐢𝐬𝐫𝐮𝐩𝐭𝐢𝐨𝐧 While integration is complex, maintaining business momentum is critical. Focus on: • Preserving customer relationships • Maintaining operational excellence • Protecting revenue streams • Keeping top talent engaged Through these integrations, I've learned that success isn't written in manuals. It's carved out in moments of uncertainty. The best strategies emerge when we dare to look beyond traditional playbooks. And see the full picture: products, people, and possibilities. 👉 To my fellow Corporate Development and M&A experts: What crucial lessons would you add from your integration experiences? Share them below so we can keep learning from each other.

Most technology leaders at larger companies will tell you that implementing AI and generative AI at scale is no small task. Many will also tell you that strong change management is one of several components of a successful implementation plan but the most challenging to get right. As widespread use of generative AI has taken shape, there are a handful of themes I’ve heard consistently about change management as it relates to the technology: ✋🏽 Preparing for resistance: Introducing generative AI may be met with apprehension or fear. It's crucial to address these concerns through transparent communication and consistent implementation approaches. In nearly every case we are finding that the technology amplifies people skills allowing us to move faster versus replacing them. 🎭 Making AI part of company culture and a valued skill: Implementing AI means a shift in mindset and evolution of work processes. Fostering a culture of curiosity and adaptability is essential while encouraging colleagues to develop new skills through training and upskilling opportunities. Failure to do this results in only minimal or iterative change. ⏰ Change takes time: It’s natural to want to see immediate success, but culture change at scale is a journey. Adoption timelines will vary greatly depending on organizational complexity, opportunities for training and—most importantly—clearly defined benefits for colleagues. A few successful change management guiding principles I have seen in action: 🥅 Define goals: Establishing clear objectives—even presented with flexibility as this technology evolves—will guide the process and keep people committed to their role in the change. 🛩 Pilot with purpose: Begin small projects to test the waters, gain insights and start learning how to measure success. Scale entirely based on what’s working and don’t be afraid to shut down things quickly that are not working 📚 Foster a culture of learning: Encourage continuous experimentation and knowledge sharing. Provide communities and spaces for people to talk openly about what they’re testing out. 🏅 Leaders must be champions: Leaders must be able to clearly articulate the vision and value; lead by example and be ready to celebrate successes as they come. As we continue along the generative AI path, I highly suggest spending time with change management resources in your organization—both in the form of experienced change management colleagues and reading material—learning what you can about change implementation models, dependencies and the best ways to prioritize successes.

"If you have to force change, you've already failed." This became painfully clear when I learned why the majority of organizational transformations collapse… Last week, in a workshop with Tamsen Webster, MA, MBA, I learned a term that fundamentally altered how I view organizational psychology: Reactance. I now call it "The Corporate Immune System" - and it's quietly destroying your change initiatives. Here's the counterintuitive truth most leaders miss: The harder you push for change, the stronger the organizational antibodies become against it. Consider this paradox: When you mandate transformation, you simultaneously create its greatest obstacle. When you force evolution, you guarantee devolution. When you demand innovation, you breed stagnation. HARD TRUTH: Your brain has a freedom detector. And when it senses a threat, it doesn't just resist - it architects elaborate systems of opposition. 𝗧𝗵𝗲 𝗦𝗰𝗶𝗲𝗻𝗰𝗲 𝗼𝗳 𝗦𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝗖𝗵𝗮𝗻𝗴𝗲: 1. The Autonomy Principle "Don't push the boulder. Build the slope." * Every forced change creates an equal and opposite resistance * The energy you spend overcoming resistance could have been spent creating momentum * Psychological safety isn't a buzzword - it's the foundation of transformation 𝟮. 𝗧𝗵𝗲 𝗣𝗮𝗿𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗶𝗼𝗻 𝗣𝗮𝗿𝗮𝗱𝗼𝘅 "𝗧𝗵𝗲 𝘀𝗹𝗼𝘄𝗲𝘀𝘁 𝘄𝗮𝘆 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝘀 𝘁𝗼 𝗳𝗼𝗿𝗰𝗲 𝗶𝘁" * Speed of implementation ≠ Speed of integration * Involvement beats compliance by a factor of 4 * The time you "waste" in collaboration is recovered tenfold in execution 𝟯. 𝗧𝗵𝗲 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗣𝗼𝗶𝗻𝘁 "𝗖𝗵𝗮𝗻𝗴𝗲 𝗵𝗮𝗽𝗽𝗲𝗻𝘀 𝗮𝘁 𝘁𝗵𝗲 𝘀𝗽𝗲𝗲𝗱 𝗼𝗳 𝘁𝗿𝘂𝘀𝘁, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝘀𝗽𝗲𝗲𝗱 𝗼𝗳 𝗳𝗼𝗿𝗰𝗲" * Trust is the hidden multiplier in all transformation equations * Authority can mandate behavior but never belief * The best change strategies make resistance harder than adoption Here's what the research shows: * 70% of change programs fail to meet their objectives (McKinsey) * Projects with excellent change management are 6x more likely to succeed (Prosci) * Organizations with effective change management practices report 143% higher ROI compared to those with minimal change management (Prosci) Intellectual humility moment: I had to unlearn a decade of "best practices" to understand this fundamental truth - the most effective change feels chosen, not imposed. What conventional wisdom about change leadership do you need to unlearn? #OrganizationalPsychology #ChangeManagement #LeadershipScience Tamsen Webster - Your reactance framework revolutionized my approach to change.

Mastering Change: 6 Key Lessons for Effective Change Management Change management is both an art and a science, requiring thoughtful planning, strong leadership, and ongoing engagement with stakeholders. Its purpose is to ensure steady sailing in uncharted waters. Here are 6 key lessons for success: 1. Strong Leadership and Vision are Non-Negotiable: Leaders must articulate the purpose of the change, align it with organizational goals, and embody the change themselves. John Kotter’s work on change management emphasizes the importance of establishing a guiding coalition to lead and support change efforts (Kotter, 1996). When leadership is engaged, employees are more likely to follow suit. 2. Build an Effective Comms Strategy: Research shows that employees resist change when they feel uninformed or when they perceive the process as secretive (Armenakis & Harris, 2002). Regular updates, Q&A sessions, and opportunities for feedback help reduce anxiety and build trust. 3. Address Resistance Early with Agility: Resistance to change is a natural response, stemming from fear of the unknown, perceived threats to job security, or lack of clarity about the benefits. Proactive change managers identify sources of resistance and address them regularly at each iteration with empathy, training, and involvement. As Lewin’s Change Model suggests, creating a compelling reason for change (“unfreezing”) helps overcome resistance (Lewin, 1947). ICAgile 4. Engage Stakeholders Early and Often: Stakeholder engagement fosters buy-in and reduces opposition. Involving employees in the planning and implementation process not only builds trust but also surfaces valuable insights. Prosci ‘s Change Management Model highlights the importance of active stakeholder involvement in ensuring the change is both adopted and sustained (Hiatt, 2006). 5. Invest in Training Often: Change often requires employees to learn new skills or adapt to new processes. Providing adequate training and ongoing support can make or break adoption rates. Studies have shown that employees are more likely to embrace change when they feel prepared and supported throughout the transition (Burke, 2017). Association for Talent Development (ATD) 6. Measure and Adapt: Regular evaluation helps identify gaps and refine strategies. Continuous evaluation ensures that the change initiative stays on track. Key performance indicators (KPIs) and regular feedback loops allow organizations to identify gaps and make necessary adjustments. Without this iterative process, changes risk failing due to unaddressed issues. McKinsey & Company By focusing on communication, addressing resistance, and providing robust training, organizations can foster a culture that embraces change and thrives in an ever-evolving business environment ready to navigate change effectively. Association of Change Management Professionals (ACMP Global) ACMP DC Society for Industrial and Organizational Psychology (SIOP) SHRM