By HLR Editorial Team · 2026-09-03 · 6 min read
A new structure is drawn, a message goes out, and for a few weeks everything seems to move. Then the old routines quietly return. The gap between a decision and a changed way of working is where most change effort is lost.
Change stalls in the middle
Middle managers translate strategy into daily work, yet they are often briefed last. Involve them early, give them clear answers to the questions their teams will ask, and make time for them to raise concerns.
Make the new way of working visible
People adopt what they can see others doing. Identify a few behaviours that signal the change, such as how decisions are made or how teams share information, and recognise them when they appear.
Measure adoption, not announcements
Track whether the new process is being used, whether decisions are moving faster and what people say is still getting in the way. Adjust as you learn instead of waiting for a formal review.
Change lands when it is part of how people work on a Tuesday afternoon, not just how it was described on the first day.