Embracing the NEW: How we can drive change in organisations

6 min readMay 19, 2025

According to a McKinsey study, 84% of executives believe innovation is crucial for growth.

Yet, only 6% of those respondents were satisfied with their innovation performance.

Change, especially within organisations with proven methodologies and processes, is incredibly difficult. By definition, it opposes things that already “work”, leading to considerable internal resistance.

But why do we find it so difficult to embrace the “new”? And how can we change our mindset (and that of others) to lead transformation within our respective organisations?

We are creatures of habits

“We are, all of us, creatures of habit, and when the seeming necessity for schooling ourselves in new ways ceases to exist, we fall naturally and easily into the manner and customs which long usage has implanted ineradicably within us.”

― Edgar Rice Burroughs, The Beasts of Tarzan

In his book, The Power Of Habit, Charles Duhigg highlights research from a 2006 Duke University study suggesting that habits, rather than conscious decision-making, drive more than 40 percent of the actions we perform daily.

Most people don’t like change, because:

it takes effort to learn something new
it’s exhausting to challenge everything all the time
it takes time to re-think something that already exists

So we tend to just do what we do best, and replicate what we know. Again and again.

It takes a special type of mindset to want to lead change.

Execution Matters

It’s not enough to have a great idea: we tend to overvalue creativity and ideation but underestimate the execution that makes it happen.

Silicon Valley has made us think of innovation as being led only by some cash-poor high school drop-outs in a garage becoming some billionaire superheroes.

The reality hides elsewhere: the unsung heroes who have patiently, silently, persistently built their business, big or small, taking on huge amounts of risk at times. The Journey from idea to execution is long and storied, with countless lessons along the way.

Nike founder Phil Knight explores this journey in fascinating detail in his memoir, Shoe Dog. From selling shoes from the trunk of his car to building one of the most iconic and valuable companies in the world, Phil’s story isn’t a typical startup tale. It’s a long-lasting, risky, nerve-breaking journey, where he risked it all every year, for over 15 years, to build something truly great.

Perhaps Phil’s idea wasn’t the most innovative solution of all time. But, with masterful execution, patience, and humility, he transformed it into a brand that stays relevant to this day.

Clearly, execution matters. But what if we want to execute new ideas within existing corporate structures?

Leading change from within

Let’s start by defining what a company really is.

A company is an organisational entity that systematically integrates human capital, procedural methodologies, and technological resources to reliably generate specific products or services. It is strategically constituted to consistently produce a predetermined and replicable output, leveraging these integrated components to achieve maximum efficiency and effectiveness in its operations.

This organisational structure is engineered to harness the collective capabilities of its constituents, optimising workflow and resource utilisation to fulfil its core objectives and deliver value to its stakeholders, including shareholders, employees, customers, and the broader community.

Pardon the convoluted (yet comprehensive?) definition; I just like these! But it’s easy to see why it’s difficult to make the “new”, aka innovation, happen in organisations.

Whether you have been hired to create new products or help transform the business, you will face systemic resistance within the organisation.

Why? Simply because what you are trying to do will go against the established structure and has not been done before, therefore it will:

make people uncomfortable because it’s different or uncertain
require extra effort for people to understand or to do things differently
seem to distract people from their “real” job (and their targets, which their bonus depends on)
go against internal processes and create non-conformities that require waivers, justifications, deviation papers
create non-compliance or legal risks that have never been catered for before
create new revenue models and financial flows that systems are not configured for and/or new tax exposures
call for a new type of hires that talent acquisition teams are not used to assess or may just disregard
require success metrics that go beyond P&L statements to measure future signs of growth

The aforementioned factors will crush any meaningful ways to start something fundamentally new. However, it may be possible to realise some minor incremental innovations as long as they fit the current business model.

Clayton Christensen’s “Innovator’s Dilemma” talks about incumbents not being able to see or execute disruptive innovations because they would be crushed by the “system” before they can bear fruit. The system is the company structure optimized to do what it does best: the ‘old’ stuff.

Therefore, the best way to innovate within a corporation is by being a change agent.

Breaking Walls and Building Bridges

Change agents understand that change is a process that requires time and often involves shifting deeply ingrained beliefs and habits. They approach resistance with empathy, recognising it as a natural reaction to uncertainty and fear of the unknown, and work to address these concerns directly.

Commitment to the cause, combined with a diplomatic approach to negotiation and consensus-building, allows these innovators to navigate the complexities of organisational change. As a result, they gradually win over skeptics and build a coalition of supporters that can drive the innovation agenda forward.

In short: change agents can break walls and build bridges.

What are the qualities required to be a good change agent?

Successful agents of change typically possess the following key traits:

They challenge conventional modes of operating. Such individuals introduce novel ideas, technologies, or methodologies that can significantly enhance productivity, product offerings, and customer satisfaction.
They expertly navigate resistance and secure internal buy-in. Successful change agents are adept at leveraging their social skills to gain support from key stakeholders. This process usually involves proving viability and overcoming resistance from those who might view the change as a threat to their position. Securing buy-in is crucial as it provides access to the necessary resources to kickstart transformation within the organisation.
They navigate structural and procedural barriers. Rigid hierarchies, risk-averse cultures, and cumbersome approval processes can slow down or outright block new initiatives. As a result, innovators must be able to work within or around these constraints to encourage experimentation and creativity at every organisational level.
They exhibit a mix of resilience, leadership, and strategic thinking. Far from being deterred by setbacks, change agents view them as opportunities to learn and adapt. Their persuasive skills are crucial in articulating the benefits of change, not just at a business level but in a way that resonates with individuals’ concerns and aspirations.

While innovators need not be incredible at all of the above, it does help to be aware of these traits to learn and improve over time.

In my opinion, the two most important factors are leadership and resilience.

If you can create a vision that inspires enough people and weather the storms of resistance; I believe you can achieve wonders!

How about you? Do you see yourself as an agent of change? What changes are you able to make around you? What’s driving you?

Who is Damien

Damien is a Fractional technology leader and innovator at MISSION+. With over 22 years of experience in digital innovation, product strategy, and technology consulting across Europe, North America, and Asia, Damien understands what it takes to drive meaningful change by making the most of technology and talent. You can learn more about his thoughts on driving meaningful organisational change by reaching out at hello@mission.plus.

Originally published at https://www.koncentrik.co/p/walls on 2nd April 2024.