The Roles That Drive Organizational Resilience

Many business books are written about change management, but precious few cover implementation to any degree. If it is covered, it’s often the last chapter and something of an afterthought. That’s an oversight and one of the reasons studies consistently indicate that more than 70% of change efforts fail.

Transformation failures are largely due to poor execution rather than flawed strategy.

The need to improve isn’t going away anytime soon. Organizations must continuously evolve to stay competitive, and this evolution hinges not only on the ability to plan strategically—but also on the ability to implement change.

Companies frequently fall short in achieving their goals—not for lack of ideas but due to insufficient emphasis on the effective execution of those ideas. Leaders can become enamored by the strategic vision and then shortchange the actual implementation of that strategy. Implementation is the block and tackle of organizational change. It may lack the glamour of designing strategies, but it’s ultimately the most critical part of any change initiative.

At the heart of any implementation effort are, perhaps not surprisingly, people.

Successful implementation requires careful coordination, commitment, and adaptability. Four roles are central to the successful implementation of a strategic initiative: leaders, managers, change agents, and employees. Each role provides a unique lens through which to view the business, and the interplay of these roles creates the framework for success and sustainability.

Leaders: Charting the Course

Leaders steer the ship. They identify the destination, chart the course, and work to ensure the organization is prepared for any rough waters that might lie ahead.

However, during the initial phases of change, leaders need to depart from their usual longer-range view and focus more on short-term planning. This ensures that immediate goals align with the broader vision. By reviewing operating reports and discussing key performance indicators (KPIs) with area managers, leaders can provide coaching and swiftly identify and address discrepancies.

Participating in regular steering committee meetings is integral to a leader’s role. These gatherings should focus on three critical agenda items: results, schedule, and people. By consistently reviewing these areas, leaders maintain a strong voice and ensure the change initiative stays on track.

Managers: Bridging Strategy and Execution

While leaders set the direction, managers are the ones who execute the strategy. They translate broader organizational goals into daily operational tasks, ensuring that each step in the new process is completed effectively. Clear communication of schedules and expectations is critical, as is regular performance assessment.

Managers must be skilled problem solvers, capable of identifying why certain areas may not be meeting targets and collaborating with employees and other functional areas to get back on track. Addressing employee resistance with empathy and understanding is critical to success. Change can disrupt morale, and managers need to engage with their teams to reinforce the benefits of the new methods.

Managers are often skeptical of change initiatives and show this differently. Some are active and vocal in their disagreement; others take a more passive-aggressive approach. In all cases, leaders need to be supportive but also firm that even though changes are sometimes non-linear and iterative, returning to former methods is not an option.

Change Agents: The Catalysts of Transformation

Whether internal or external, change agents are the bench support of organizational change, particularly for managers. With a strong foundation in process skills, these agents help managers navigate the practical challenges that arise during a change initiative.

In the lead-up to implementation, change agents ensure that managers have the necessary tools—such as meaningful work schedules and performance reports—at their disposal. They work alongside managers in their environment, helping to distinguish between perception and reality, chronic issues, and isolated incidents.

By critiquing performance system tools and adjusting methods as needed, change agents provide essential support to help maintain the momentum of change. Their involvement is crucial in helping managers build confidence in new systems and approaches, driving sustained organizational improvement.

Employees: The Backbone of Change

Although change initiatives take many months to implement, time usually passes very quickly for the operating people involved. A lot of information and learning happens in a very short period of time, and all of it happens amidst the whirlwind of normal operating issues.

Not unlike managers, employees often have their own natural apprehensions and concerns. Change can create morale problems, a general lack of cooperation, or disregard for new methods. Managers must address these situations with compassion and understanding; they can’t ignore them. There is almost always a strong lure to return to old ways, ignoring tell-tale signs that this is not an effective approach.

The success of new processes will eventually reinforce the behaviors needed to execute them. As new ways become familiar, employees recognize their advantages, and resistance gradually diminishes. Managers play a crucial role in this transition, supporting their team through the initial discomfort of change until the new normal becomes simply “the way we do things.”

Ultimately, the front line is where change initiatives succeed or fail. Support and recognition for the individuals closest to the point of execution are very important.

Large-scale organizational change is fraught with challenges, yet it offers immense opportunities for growth and innovation. Leaders, managers, change agents, and employees each have distinct yet interdependent roles in this journey.

Through effective short-term planning, addressing resistance, and providing robust support, they ensure that change is not just a temporary initiative but a lasting transformation. By embracing and supporting these roles, organizations can navigate the complexities of change and emerge stronger and more resilient than ever before.