In 1983, McKinsey consultant Julien Phillips introduced the concept of an “adoption penalty,” warning that companies slow to adapt would fall behind. This formed the foundation of McKinsey’s change management model. Today, change management is a booming industry, and consulting firms often bundle these services with technology implementations. However, their main goal is usually to protect their larger sales rather than drive real transformation.
Here are three critical realities often overlooked:
1. Overcoming resistance is necessary. Change threatens established routines and identities, so expect pushback. Building a resistance inventory helps anticipate and counter these challenges.
2. Lasting change is driven by small, loosely connected groups united by shared purpose, not by mass persuasion alone. Research shows change tipping points are much smaller than commonly believed.
3. Surviving early victories is crucial. Quick wins may seem impressive but can be undermined by opponents. A sustainable plan anchored in shared values and mission is essential.
Consultants often focus too much on communication and training, failing to empower change through networks and shared purpose. Genuine transformation arises not from slogans or brief campaigns but from aligning shared values with meaningful mission to create a movement.
