Whenever brands talk about change transformation, usually there are three pillars: process, technology, and communication.
The people component is assumed to be elements of all three.
Unfortunately, the hard part is people.
Externally you have investors, analysts, regulators to satisfy.
Internally you have competing power structures and budgets, misaligned incentives, matrix reporting structures.
In reality, the roadblocks are much more significant:
Add in the fact humans don’t like change. Plus everyone’s favorite topic, corporate risk management.
We can try offshoring, nearshoring. We can try to add another piece of technology. We can try newsletters and coffee mugs.
None of it addresses the real problem.
How do people change or become comfortable with change in a faster-moving world?