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Stop Treating Change Like a Project
Change is a core business capability, not a one-off initiative.
Andrea Schnepf
July 08, 2025
For years, “change management” has been run like a project: form a task force, launch, close the workstream, and move on.
That rhythm no longer works. Strategy cycles shrink, priorities pivot monthly, and leaders hesitate to commit until the next macro shock clears. In this climate, treating change as an occasional event is the fastest path to stalled transformations and burned-out teams.
Today’s high-performing enterprises build change capability – an always-on system of leadership habits, two-way communication, and agile governance that can flex as the market and priorities change. Projects still matter, but it’s your organization’s capability that makes them succeed.
Key Takeaways
Continuous > episodic. Modern organizations shift from “manage a rollout” to “embed adaptability.”1
Change networks are a force-multiplier. Peer networks turn strategy into frontline action and flag risks before they escalate.2
Leaders enable, not dictate. When executives model transparency and two-way dialogue, adoption climbs by 60% vs. top-down-only programs.
Readiness pays off. Companies that invest in change capability outperform their peers, especially when disruption strikes.3
From Project Thinking to Capability Thinking
Traditional change management models assume a defined start and finish. The reality is that priorities now shift faster than budget cycles, so senior executives must answer the question:
“How do we build an organization that can pivot frequently without re-starting the change machine?”
The best starting point is a shift from project thinking to capability thinking. Capability thinking reframes success markers:
Measure success by adoption and performance, not by launch date and training checklists.
Build an enterprise ecosystem of sponsors + champions instead of staffing a task force.
Wrap up with a plan for ongoing agility metrics and learning loops, not an end of project close-out.
Our eBook, Building Change Resilience: From Surviving to Thriving provides actionable strategies to help you and your organization make the shift from thinking “change is a project” to “change is a capability”.
You can download it directly here.
Change Networks: Your Execution Engine
Once capability is the goal, standing change networks become the tactic that scales it. Instead of spinning up a committee for each ERP rollout or M&A integration, consider developing a cross-functional “builder” network that lives year-round.
A standing network has clear roles (sponsors, champions, influencers) that stay active between initiatives. Members rotate in, receive bite-size upskilling, and earn visible recognition.
When the next big transformation hits, the relationships, communication channels, and “ways of working” are already in place.
Teams with standing networks shorten readiness ramp-up by weeks, saving millions in lost productivity during major rollouts.
Leadership Habits That Scale
Executive behavior is the deciding factor in whether continuous change succeeds or fails.
Leaders must visibly sponsor change, communicate transparently about both the vision and uncertainties, and actively invite diverse perspectives – including skeptics.
When leaders model two-way dialogue and consistent support, they signal stability and build the trust needed to sustain momentum.
We’re digging into these ideas and more in our July 16th webinar “Reinventing Change Management”.
We’ve designed the presentation to help leaders build real change capability across their organization.
Reserve your spot now to avoid missing out.
I hope to see you then!
~Andrea
PS — Have a question or thought about sustaining change capability across your organization? Hit reply; I read every note.