Title

Rethinking change management: Three key drivers of a successful transformation

Section
Insight
Summary

Conventional approaches to change management emphasise the importance of leadership buy-in and strategic planning. The belief is that once leaders are aligned and a clear strategy is communicated, the rest of the organisation will follow suit. 

At Efficio, we work with and hear from many business leaders who manage transformations; they offer stories where their own change management experiences diverge from conventional wisdom.

Sofia is a procurement leader who manages change within large global organisations. When hearing about her experiences, we saw that the traditional view of change management often underestimates the complexities of human behaviour, particularly the social dynamics that influence how change is perceived and adopted at different levels of an organisation. 

Below are three key elements of success she has found from working on global change projects.

1. Culture plays a critical role; this is often forgotten in favour of top-down leadership and strategic planning 

With one organisation, Sofia led a transformation that involved shifting from a transactional approach to a more strategic focus in procurement. She observed that organisations operating in silos with limited cross-functional collaboration often struggle to realise their full potential. Recognising the benefits of a "one team" culture, she helped to nurture an environment where information flows freely and teams work together towards common objectives. This was especially impactful in her work with the procurement team, where breaking down silos allowed for more cross-functional working, effective strategic sourcing, and value creation. Through this project, Sofia found that meaningful change is not just about processes but can also require a significant cultural shift.

 

2. The role of early adopters   

In large organisations, the prevailing wisdom suggests that top-down leadership is the primary determinant of a change management initiative’s success. Leaders tend to believe that by communicating a clear vision and restructuring processes, they can guide their organisations through transformations. However, Sofia’s experience reveals a more nuanced reality: one where peer influence among employees, rather than just from top-level directives, plays a critical role in driving change.

Sofia told us about an instance where, despite careful planning and leadership alignment, she encountered resistance—an expected but challenging aspect of change management. Sofia’s team started off by identifying a few category managers who were capable and open to giving the change a test run. These individuals were not necessarily advocates of the transformation at the outset, but they were not against it either. Her team worked closely with these individuals to turn them into early adopters; they provided them with hands-on support, coaching them through the new processes and helping them see the benefits first-hand. 

As these category managers started to embrace the new ways of working, they turned into informal change leaders. Their enthusiasm began to spread among their peers, creating a ripple effect. While the transformation was initially driven by top-down directives, it was these early adopters at the operational level who really started to give it momentum.

"We started with a small pocket of best practice, almost like a trailer before the movie,” Sofia explained. “Once a few key individuals saw the benefits, their enthusiasm became contagious. It wasn’t long before others wanted to be part of this positive change."

 

3. The underestimated power of peer influence: Needing to fit into the new status quo

One of the most striking aspects of this case was how peer influence, rather than formal authority, propelled the broader team to adopt the change. Employees who were initially resistant found themselves increasingly interested in the transformation project as the colleagues they respected bought into the new processes and became advocates for the changes. The social dynamics within the team shifted – those who were on board with the changes started encouraging their peers, either directly or indirectly, to join them. This peer-driven momentum proved to be a powerful force, gradually compelling unconvinced employees to give the changes a chance.

"Even those who initially disliked the change eventually decided to go along with it, not because they suddenly loved the new ways of working, but because if their peers were impressed with the results, it made sense to give it a go," Sofia observed.

This phenomenon highlighted how peer influence can be a more effective motivator than traditional change management tactics, uniting and driving the organisation toward the desired transformation.

 

Change management: The lesson for leaders

Sofia’s experience highlights the importance of leveraging social dynamics in change management. While strategic planning and leadership alignment are crucial, they are not sufficient on their own. By fostering environments where positive peer influence can thrive, organisations can boost their ability to organically implement and sustain transformational initiatives.

Reflecting on this approach, Sofia said, "You can’t underestimate how much peer-driven momentum can drive change. Once you get the first followers on board, their enthusiasm can carry others across the line. It’s not just about leading from the top – it’s about creating a groundswell from within."

Her words offer a fresh perspective on navigating the complexities of organisational change: change management is as much about understanding and tapping into human behaviour and social dynamics as it is about strategic planning.