Real change happens when people believe it's possible. This doesn't mean the change can’t be big — it just needs to feel achievable to the majority or the key driving forces in the organization.
Instead of portraying transformation as a sudden, dramatic shift, we need to back it with ideas that feel attainable and spark excitement.
In my work, I focus less on grand visions (which usually already exist) and more on removing current roadblocks that hinder progress. I'm interested in concepts that solve pressing issues today—whether it's upgrading infrastructure, enhancing customer experience, automating processes, improving leadership, or upskilling teams.
I approach transformation not as a massive, top-down, three-year overhaul that gives the illusion of predictability, but as a series of practical, achievable steps. Here are some examples of how to gain momentum:
Work outside existing structures
A company I worked with aimed to improve its data availability. Instead of launching a major transformation program spanning multiple departments, we formed a small, independent team. This team assessed the current state and identified five actionable projects to enhance how digital teams worked with data—all within six months. These projects cut across existing teams and silos, enabling rapid progress outside the usual bureaucracy.
Upgrade tech, upskill everyone
Many companies invest years in replacing legacy infrastructure, only to find employees aren't fully leveraging the new technology. Old habits persist, and manual processes remain the norm even when automation is available. Why? Because people need to feel comfortable and confident using new systems. Pair technical upgrades with hands-on support and learning so that new systems become part of daily routines rather than an afterthought.
Upskill leaders
For any organization to change, its leaders must be willing to change first. Leadership development is often overlooked in transformation efforts, yet it's critical. Leaders need to be equipped not just with technical knowledge but with emotional intelligence and a growth mindset. Focus on empathy, adaptability, and the ability to create environments where teams feel safe to experiment, learn, and take ownership of their work.
Engage those most affected
One company I worked with was transitioning to a remote, international workforce to scale its development teams. Rather than running a large, complex change program, we took a lean approach. We appointed one person to gather and coordinate feedback from those most affected, using a small budget to address challenges directly and independently, escalating issues to leadership only when necessary.
Leverage existing momentum
Some companies already have teams or initiatives that have found ways to create more freedom and move projects forward. Instead of reinventing the wheel with new top-down programs, leverage this grassroots momentum. Identify and scale these existing initiatives. Integrate them into the broader organization, showcasing them as examples of entrepreneurial thinking and agility. Strategically place the people who spearheaded these initiatives in other areas of the business to spread their innovative approach.
Make the problems concrete
Too often, leaders speak in broad terms like "we need to become digital leaders in our field" without breaking down the specific challenges that teams need to address. I worked with one company where the key to progress was framing the change in terms of concrete, actionable problems. Think of it as creating a massive map of all the small roadblocks that teams could tackle one at a time. While this may sound simple, creating transparency about these nagging problems can take weeks. Once completed, each team can plan realistic steps within their own roadmaps, contributing to the broader transformation in manageable increments.
This approach doesn't eliminate resistance to change—in fact, resistance often signals that a change is relevant and necessary. The goal isn't to avoid resistance entirely; it's to ensure that the majority believes progress is possible. Some might feel this approach is too pragmatic, lacking the excitement of bold, revolutionary change. But in the face of urgency, I prefer evolution over stagnation. It's about ensuring forward momentum, rather than risking failure with overly ambitious plans that stall before they even begin.