GenX change practitioners are feeling the squeeze as orgs flatten, AI encroaches, and the profession faces an identity crisis. Survival means reframing our value—not as “change management,” but as outcomes leaders can’t ignore.
Some organizations quietly accept burnout as part of their business model. When “resilience” is weaponized to mask systemic overload, change leaders can’t stay neutral—we must call it out and design for sustainable capacity.
Ghost jobs—roles posted but never filled—are fueling frustration across the job market. Surveys suggest up to 40% of listings fall into this category. For job seekers, it erodes trust. For leaders, it’s a lesson in credibility and alignment.
Agentic AI isn’t just smarter assistance—it acts. By automating handoffs, preserving context, and accelerating cross-functional workflows, it’s reshaping how work gets done. Leaders must design for trust, governance, and accountability in this new operating model.
Employees face an AI anxiety paradox—fearful of job loss yet hopeful for relief through personalization, inclusivity, and automation. Leaders and change practitioners must embed wellness and trust into AI strategies to turn uncertainty into opportunity.
Journey Mapping gave us empathy and structure, but it’s too static for today’s dynamic world. Journey Intelligence uses real-time data and AI to spot friction, guide adaptive nudges, and help change leaders design trust-driven experiences that evolve in real time.
Digital transformation doesn’t fail because of bad tech. It fails because culture, incentives, and leadership aren’t addressed. Practitioners must claim their role in tackling these human barriers — or risk watching expensive tools gather dust.
Tech giants are quietly cutting jobs as AI takes over core functions. This invisible restructuring isn’t a temporary correction—it’s a lasting shift that challenges leaders to balance efficiency with trust, culture, and resilience.
Recognition is slipping—weekly praise from managers fell from 29% to 19%. Delayed acknowledgment erodes trust, drives turnover, and slows adoption. Loyalty isn’t built on perks, but on timely thanks that show people their work matters.
Universal buy-in is a myth. Change doesn’t need everyone on board—it needs critical mass. Focus on behavior over agreement, momentum over consensus, and design strategies that move feet, not just win hearts.
A practical guide to scoping change work the way it actually happens—task by task, hour by hour, resource by resource. Built from scars, lessons, and client realities, this article explores how to estimate the work when you know the client’s going to cut it in half.
Use the McKinsey Three Horizons Model to future-proof your change career. Whether you’re an employee or freelancer, this framework helps you balance today’s work, tomorrow’s growth, and long-term possibilities—so you can lead with purpose and plan for what’s next.
The infamous “70% of change projects fail” stat isn’t data — it’s folklore with a pharma ad makeover. Meet Seventyprol™: the placebo number that makes slides sound smart, leaders feel justified, and practitioners roll their eyes.
An ex-CIA officer taught me the power of building intel networks through small, trusted cells. It turns out the same tradecraft applies to change management: success depends on the quiet networks that keep you close to reality.
In a world of constant pings and platform-hopping, deep work is more than a productivity hack—it’s a strategic advantage. Learn how to reclaim focus, reduce context switching, and deliver higher-value work in consulting environments overloaded with noise.
The debate over a Chief Change Officer goes beyond a job title. Community voices reveal a bigger question: how do we build organizations that aren’t just good at change, but built for it?