Even with the best strategy, change management failures are more common than most organisations would like to admit.
At Marg, we’ve worked with large and mid-sized companies to know that failure isn’t always about resistance or poor leadership. Sometimes, it’s about underestimating what change demands – from systems, yes, but more critically, from people.
Here’s what we’ve learnt while working with Indian organisations across sectors like pharma, IT, and GBS/GCC.
The Assumption Trap: “Everyone Will Just Get Onboard”
One of our clients – a large healthcare provider – rolled out a new digital workflow system. The technology was excellent, but the outcomes were disappointing.
Why? because the discussion never involved the employees.
Although teams were already overwhelmed with pandemic shifts and backlogs, the launch was predicated on a high level of change readiness. Nobody was motivated or had the mental capacity to accept yet another process change.
This is one of the most common change management failures we see: mistaking quiet compliance for genuine buy-in.
Leaders Forget They’re Also Change Agents
A regional BFSI firm initiated a restructuring project to streamline reporting lines. Leadership announced it in town halls and sent out crisp internal mails. But when it came to driving conversations on the ground? Silence.
Team managers weren’t aligned. They had questions—some even doubts—but no framework to lead the change.
When managers aren’t activated as influencers, communication breaks down fast. And confusion spreads even faster.
A successful change management effort needs more than messaging. It needs role clarity and active engagement at every level.
Resistance Isn’t the Problem. Surprise Is.
Let’s talk about resistance.
Contrary to popular belief, resistance isn’t what derails change. Suddenness does.
In a project we supported within a consumer goods company, employee pushback wasn’t about the “what”. It was about the “when” and “how”.
One mid-level manager summed it up perfectly:
“If they had told us why this change was happening or even asked what this would break for us, we could’ve planned better.”
Lack of preparation is one of the biggest contributors to change management failures. People don’t resist the future—they resist the feeling of being unprepared for it.
What Successful Companies Do Differently
So what sets success stories apart?
We’ve noticed a few common threads across organisations that get change management right:
· They listen early. Change leaders don’t wait for resistance to emerge; they anticipate it by involving teams from Day Zero.
· They build change into daily operations. Rather than standalone sessions, they embed small learning bursts, nudges, and micro-actions into everyday work.
· They empower mid-level influencers. These are the culture carriers. When they’re aligned, change feels more natural.
Real Readiness Means Slowing Down to Go Fast
One of the most counterintuitive lessons we’ve learnt? Fast rollouts often require slow starts.
That means pausing to ask the right questions:
· What are people afraid of losing?
· Who needs to be consulted before action?
· Where is the current system quietly working well—and why?
Ignoring these only leads to rework and fatigue—classic symptoms of change management failures. But when companies take the time to assess change readiness honestly, transformation efforts are more sustainable, not just faster.
So, How Do You Build Change Capability That Lasts?
If you’re thinking, “This sounds like a lot more effort than our current model,”—you’re right. But it’s also effort that pays off.
Which is why more organisations are choosing to invest in formal change capabilities. Not just in tools or templates, but in mindset shifts.
The Bridge to Change Maturity Starts Here
At Marg, we deliver the globally recognised Prosci Change Management Certification—a hands-on, research-backed programme that helps leaders drive change from a place of clarity, not chaos.
Participants don’t just learn about change—they apply it to a real project, backed by decades of global best practices. And they leave with a tangible action plan, customised to their context.
Whether you’re heading transformation, leading HR, or managing a team navigating disruption, this certification helps you move from reacting to leading.
Also Read- Top Change Management Interview Questions & Best Answers
