‘Transformation’ is a word executives often use to communicate the need for radical change in their organisations, but new research has found that employees recognise the need for change, but feel so unhappy with the way it’s executed that more than half have considered leaving their jobs because of it.
Emergn’s data reveals that half of employees could leave their jobs due to frequent transformations. To add to this, nearly 60% of employees report feeling burnout from too many transformations, with the number much higher in the UK than in the US (68% in the UK vs 47% in the US). Also, 58% of employees have experienced “transformation face”— the look of dread and resignation when another transformation is announced.
Disconnected leadership, poor communication, and insufficient learning programs are key contributors to transformation fatigue. 50% of employees say that leadership failures – particularly bosses who are out of touch with the concerns of the rank-and-file – contribute to transformation failures.
Poor communication also means employees are often unsure of overall objectives. Here, the survey reveals a quarter of all employees feel uninformed about the reasons behind transformations.
Critically, employees surveyed tell said that the most well-known firms advising on transformation programs aren’t giving their clients what they need. Of the 51% of survey respondents who reported working with three of the biggest consultancies in transformation processes, 87% felt they had a negative impact or were no help at all. Only 13% reported that they were more help than hindrance.
When looking for the reasons behind these numbers, 30% of respondents also shared that they have experienced insufficient training and support during transformations, highlighting how traditional change programs and reliance on big consultancies are not setting up employees for success.
Customer feedback has indicated frustration with cookie-cutter solutions from big consultancies that don’t create lasting transformation.
“What you have is big consultancy armies with briefcases; they walk into organizations and confidently try to get them to fit into a pre-designed transformation strategy mold,” said Emergn CEO Alex Adamopoulos. “But what organizations need is a solution that works in their context – they need to own their transformation. The sheer volume of transformation fatigue shows that defaulting to the big consultancy solution simply isn’t working.”
Transformation fatigue is more acute in some industries and sectors. Emergn’s data revealed that:
- 65% of those in government and the public sector say they want to leave their jobs because of frequent transformations; three-quarters say this has led to increased workload.
- Fewer than a quarter of transformation projects in Sales and Marketing are successfully completed.
- Sectors such as Finance, Legal, and HR report minimal positive impact from transformation projects.
BUT: Despite the challenges, 70% of employees recognize the importance of effective transformations to remain competitive. Emergn’s survey shows that the core issue of transformations is the execution, not support of the concept. Employees recognize that being able to implement and embrace change is not just a necessity but a strategic advantage in today’s rapidly evolving business landscape.
EAdamopoulos said: “Many organizations recognize that transformations, when done right, are crucial for staying competitive. The current state where transformations are frequent, cost millions of pounds and are poorly implemented is clearly unsustainable – but this is not how it needs to be. Organizations need to understand the importance of finding value quickly, and of being armed with specific tools for their specific needs – it’s never a case of ‘one size fits all’. Change initiatives need momentum, clarity of message, and learning initiatives that keep colleagues focused on value and outcomes. It’s about proving why you should do the next thing. And it’s about enduring results. Get those right, and colleagues will look forward to transformations rather than be fatigued by them.”
Emergn’s latest thought paper reveals how to make overcoming transformation fatigue your unfair competitive advantage. The right approach, leadership, and systems – and a change of culture – not only prevents transformation fatigue, but also maintains momentum for change initiatives, empowering you to go from ‘fatigue to fit’.
