Change Management

70% of change initiatives fail.

(And it’s rarely because the idea was bad.)

Here’s what actually kills transformation:

You picked the wrong change model for the job.

It’s like performing surgery with a hammer.
Sure, you’re using a tool. But it’s the wrong one.

I’ve watched brilliant CEOs tank their companies this way:

Using individual coaching (ADKAR) for company-wide transformation.

Result: 200 people change. 2,000 don’t.

Running a massive 8-step program for a simple process fix.

Result: 6 months wasted. Team exhausted. Nothing changes.

Forcing top-down mandates when they needed subtle nudges.

Result: Rebellion. Resentment. Resignation letters.

Here’s what nobody tells you about change:

The size of your change determines your approach.

Real examples from the field:

💡 Startup pivoting product:
→ Used Lewin’s 3-stage (unfreeze old way, change, refreeze)
→ 3 months. Clean transition. Team aligned.

💡 Enterprise going digital:
→ Used Kotter’s 8-step process
→ Created urgency first. Built coalition. Enabled action.
→ 18 months later: $50M in new revenue.

💡 Sales team adopting new CRM:
→ Used Nudge Theory
→ Made old system harder to access
→ Put new system as browser homepage
→ 95% adoption in 2 weeks. Zero complaints.

The expensive truth:

Wrong model = wasted months + burned budgets + broken trust

Right model = faster adoption + sustained results + energized teams

Warning signs you’re using the wrong model:
• High activity, low progress
• People comply but don’t commit
• Changes revert within weeks
• Energy drops as you push harder
• “This too shall pass” becomes the motto

Match your medicine to your ailment:

Small behavior change? Nudge it.
Individual performance? ADKAR it.
Cultural shift? Influence it.
Full transformation? Kotter it.
Enterprise overhaul? BCG it.

Stop treating every change like a nail.
Start choosing the right tool for the job.

Your next change initiative depends on it.
Your team’s trust demands it.
Your company’s future requires it.

Save this. Share it with your leadership team.

Because the next time someone says “people resist change,” you’ll know the truth:

People don’t resist change.
They resist the wrong approach to change.