HBR's 10 Must Reads on Change Management

Every journey begins with a first step, and in the realm of organizational change, that step is the realization that the status quo is no longer tenable. Transformation is a process, not an event, unfolding through a series of phases that build on each other over time. Many organizations stumble because they try to rush this journey, skipping critical phases in a misguided effort to accelerate results. But skipping steps only creates the illusion of speed, never producing a satisfying or lasting outcome.

At the heart of successful change lies the creation of a powerful sense of urgency. This urgency is more than just a fleeting feeling; it is a shared conviction among roughly three-quarters of an organization's management that business as usual is unacceptable. Without this widespread urgency, efforts to transform falter before they even begin.

Consider the story of a company whose management underestimated the difficulty of pushing people out of their comfort zones. Despite early warnings about declining margins and emerging competition, complacency held sway. The result? A slow-motion slide into irrelevance. In contrast, another organization deliberately engineered a crisis to shake its people awake. One CEO orchestrated the largest accounting loss in the company's history, creating enormous pressure from Wall Street. Though risky, this bold move made the status quo seem more dangerous than the uncertain future, galvanizing the workforce into action.

Establishing urgency is not a simple task. Leaders often hesitate, fearing that stirring the pot will damage morale, provoke defensiveness, or jeopardize short-term results. Yet, without this critical spark, change efforts lack the fuel to ignite. A paralyzed senior management team, often filled with managers but lacking leaders, cannot generate the momentum needed for transformation. Leadership, not just management, is essential.

Once urgency is established, the next phases unfold: forming a guiding coalition, crafting a clear and compelling vision, communicating that vision relentlessly, removing obstacles, and celebrating short-term wins to build credibility. Each phase is indispensable. One company’s failure to remove a single obstructive division leader stalled its entire change effort, breeding cynicism and collapse. Conversely, another organization’s strategic short-term wins, such as the rapid launch of a promising new product, bolstered belief and commitment across the company.

Successful change is a marathon, not a sprint. It requires patience and persistence, often taking years to embed new behaviors and ways of working deeply into the organization’s culture. Premature declarations of victory can be fatal, inviting regression to old habits. Instead, leaders must use early wins as stepping stones to tackle bigger challenges, continuously reinforcing the new approach until it becomes “the way we do things around here.”

As we journey forward, we will explore how leadership styles shape change, how values can serve as a guiding star, and how resistance can be understood and overcome. Each step is a piece of the puzzle, helping us navigate the complex landscape of transformation.

Now, let us turn our attention to the role of leadership and persuasion in making change not only possible but embraced.