Creating a culture of change isn’t easy—but doing so in a large, century-old, technical organization comes with unique challenges. Often, organizations like these have deeply entrenched processes and protocols. They rely heavily on tried-and-tested methods, which creates a resistance to adopting new approaches without substantial evidence of their efficacy. Additionally, the hierarchical structure of large organizations can lead to slow decision-making. Approval for changes often has to pass through multiple layers of management, each adding their own concerns and requirements.
But this doesn’t mean change is impossible. In fact, by implementing a few key changes, a culture of change is well within reach.
The first is leadership commitment. When those at the top visibly support and participate in change initiatives, it sends a strong message throughout the organization, encouraging buy-in at all levels. Effective communication is also crucial. Clear, consistent messaging about the reasons for change, the benefits, and the roadmap for implementation can help build a shared vision.
Second: involve employees in the change process. By seeking input from all levels of the organization, leaders can identify potential issues early and adjust plans accordingly. This inclusion fosters a sense of ownership and reduces resistance. Leveraging pilot programs to first test changes on a smaller scale can demonstrate success and build confidence among stakeholders.
Investing in training and support also helps ease the transition. Providing the necessary resources and time for employees to adapt to new systems and processes ensures that they feel equipped to handle the changes, reducing anxiety and resistance. By addressing both the technical and human aspects of change, large organizations can navigate the complexities of transformation more effectively.
But there’s one factor that can be a make or break your ability to get reluctant teams on board with change.
On the sixth episode of our 8-episode podcast series “Creative Change” we sat down with Lindsay Quinter. Lindsay is a Design Thinking Manager within Eaton’s human-centered design team, Studio Blue. According to Lindsay, one of the most important drivers of change is to practice what you preach.
If leaders are asking others to change the way they work—an uncomfortable process for many people—they need to demonstrate a willingness and excitement to engage in these changes themselves. If you want your teams to implement new agile processes, you need to highlight the benefits by doing so yourself. This way, your teams will see how much you believe in the new process, and be more likely to follow through with it themselves.
Listen below for the full interview!