You can also access this resource, and many others, in Issue 370 of my Talent Edge Weekly newsletter.
Organizations continue to navigate significant change, both in the number of initiatives and their impact on employees. A new Deloitte article helps quantify the challenge. In a survey of 1,000 change leaders, 83% report multiple large-scale initiatives underway simultaneously, yet many struggle to achieve intended outcomes. Of Deloitte’s five recommendations, I’ll expand on one of them: managing change capacity across the enterprise. Last year, I shared my one-page template to help leaders gain a holistic view of current and proposed changes, their timing, and their cumulative impact across different employee groups. Without this visibility, decisions about new changes may overlook the cumulative demands already placed on employees. To draw an analogy, consider how we use personal credit cards. An individual purchase may seem reasonable at the time, but when our monthly statement shows the total number of purchases throughout the month, we may reconsider our spending decisions. The same applies to organizational change: individual initiatives may make sense, but their combined demands can tell a different story. There’s also goal creep: adding work without reassessing priorities, capacity, or resources. My one-page cheat sheet offers six questions to address it. What can leaders do to capture the value of change without overloading employees or putting other priorities at risk? As organizations set objectives for 2027, it’s worth considering both the changes being introduced and employees’ collective capacity to execute them.
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