Is Your Organization Actually Changing, or Just Talking About It?
- Apr 22
- 3 min read
Written by Sass Allard, Strategic Coach & Change Consultant
Sass Allard is a strategic coach and change consultant helping leaders and high-performing women navigate complex change with clarity, resilience, and practical insight drawn from over 20 years in global organisations.
Most organizations claim to embrace change, yet what people experience day to day often tells a very different story. This piece explores why transformation efforts stall in practice and what it actually takes for change to move beyond intention and become something people can see, trust, and sustain.
Most organizations don't have a change problem, pretending to change is the problem, and AI has simply given them a more expensive way to do it.
I work with organizations navigating change, and the gap between what gets announced and what actually shifts is, at this point, something I could set my watch by. It comes down to three things, and none of them are on the project plan.
Leaders model the old rules while announcing the new ones
Culture is what people observe and conclude is the real rulebook. When the leadership team champions psychological safety in the all hands, and then responds badly to challenge in the room afterwards, the values posters on the wall become decoration.
The fix is not another leadership development programme. An honest audit of which behaviours are actually being tolerated, rewarded, and held to account at the top is what is needed. The willingness to change them is essential.
Change is being done to people, not with them
Restructures, new systems, and shifting expectations arrive in overlapping waves, each carrying its own narrative about necessity and vision, with little acknowledgement of what repeated adaptation actually costs. Rational skepticism is the logical response of people whose input has previously been collected, thanked, and set aside.
Involving people earlier, in genuine problem framing rather than consultation theatre, is slower at the start and faster overall. Most transformation timelines are structurally unwilling to make that exchange, and the ones that do actually tend to land.
The people making the decisions are often last to see what's blocking it
Every organization has an informal network of norms, incentives, and unspoken rules that determines what actually gets done, as distinct from what gets discussed. It operates without coordination and protects existing power and comfort with remarkable efficiency, which is why change initiatives so often get rerouted quietly, with no single point of failure to identify.
The work that has to precede everything else is understanding where influence actually sits and what behavior the culture is currently rewarding. Everything else, however well designed, is cosmetic.
Culture shifts when the evidence people observe every day begins to tell a different story. That requires leaders willing to be held to the same standards they are asking of everyone else, none of which fits on a Post it note, but then nothing worth doing usually does.
Read more from Sass Allard
Sass Allard, Strategic Coach & Change Consultant
Sass Allard works at the intersection of leadership, behaviour, and wellbeing, supporting individuals and organisations as they navigate demanding periods of change. Her background spans two decades in global companies, where she has helped senior leaders strengthen culture, clarity, and capability. She brings a grounded understanding of how hormonal shifts shape women’s experience at work without limiting the broader conversation. As a UN Women delegate to the Commission on the Status of Women, she brings a global lens to agency and progress. Sass writes about adaptation, resilience, and the practical shifts that create real movement in work and life.
