Time for a Change?

Leading Change and Transformation Efforts Successfully

By Anne Moretti  |  Moretti Consulting, LLC, Executive Exchange Facilitator

What’s changing in your organization?

Change can take place at multiple organizational dimensions, such as strategy, structure, culture, climate, leadership, quality, technology or…most recently reestablishing standards in the new hybrid workplace.

Why do some change and transformation efforts work well and some do not?


3 Surprises about Change (Adapted source: Switch, Heath & Heath, 2010)

1) When people say change is hard, it is often a signal of exhaustion. The bigger the change, the more it will sap people’s energy.
2) What looks like resistance is often lack of clarity.
3) What looks like a people problem is often a situational problem.  

What works?   All change efforts have something in common – someone starts acting differently. Selecting the appropriate change model is key. While there are many change management models, most organizations will choose at least one or a hybrid of a few models to help implement lasting organizational change.

Why? Models help organizations prepare for upcoming changes. Whether you are working on large organization-wide changes, reengineering processes, or tweaking policies within your department, the right change management model makes planning and monitoring changes within an organization more effective and impactful.

Change strategies are useful in that they describe and simplify processes to clarify accountabilities and purpose, reduce resistance, prepare for obstacles, and share approaches so people can understand and apply the changes needed.


While transformations generally require effective change management strategies, not every change is transformative.

Transformation, unlike change management, doesn’t focus on a few, well-defined shifts, but rather on a portfolio of initiatives, which are more complex, interdependent and intersecting. More importantly, the overall goal of transformation is not just to execute a defined change — but to reinvent the organization’s culture and discover a new or revised business model based on a vision for the future. It’s much more unpredictable, iterative, and experimental. It entails much higher risk. Even if successful change management leads to the execution of certain initiatives and priorities within the transformation portfolio, the overall transformation may or may not succeed.

 While each of these initiatives required change management disciplines, leaders also had to learn a broader set of transformational leadership capabilities, such as more flexible and dynamic coordination of resources, stronger collaboration across boundaries, and communication in the midst of uncertainty. Since so many people are usually engaged in the changes alongside their day-to-day jobs, managers also have to figure out how to best prioritize and stop lower-value activities.

Effective planning, skills development, and measurement are key elements for success.

Measuring Change

Morettie blogMeasuring change can be elusive. Therefore many organizations do not formally measure the change process. They instead often use an anecdotal, intuitive approach.

Before launching an assessment of change efforts, ask:

1) What are the anticipated results?
2) What will be measured and why?

3) What indicators will be used to demonstrate progress?

What’s important to measure during change?

  • Readiness for Change takes the “pulse” of your organization. It pinpoints the current levels of strengths, problems and possible implementation issues. It provides a baseline and measures capabilities and gaps over time.
  • Culture Assessments measure key stakeholders’ views on how well your organization is aligned and positioned to achieve its strategic direction and values during change (i.e. climate, communication, decision making, goal achievement, innovation, integration, leadership, performance, skill needs, structure, etc.)
  • Change & Transformation Effectivenessmeasures performance objectives, project deliverables, ROI, strategic progress, and speed of execution at individual, team, or organizational levels.

Other measures may be developed or supplement existing dashboards.

“People don’t resist change. They resist being changed.”
– Peter Senge, Ph.D., MIT Sloan School of Management

Anne Moretti blog

Is your organization ready for change?

Our experienced team is certified in nationally recognized, research-based assessments, and has the capability to customize and validate assessments, surveys, focus groups, and skills development as needed.

 Contact us for more information at  716-390-2277 or Moretti Consulting, LLC



Anne Moretti

Anne M. Moretti: BNP Executive Exchange Facilitator:
Former Executive, possesses over 25 years of senior management and consulting experience in Executive & Leadership Development, Organizational Effectiveness & Transformation, Assessments, Change Management & Cultural Alignment, Diversity & Inclusion, Strategic Planning & Succession, and Board Development. In collaboration with the University at Buffalo, she led leadership development and change management programs in Hungary, Russia, and Bosnia, including the Ministry of Health, in Sarajevo post-war. Anne and her team possess a wide range of nationally-recognized accreditations and certifications in leadership and organizational development. Anne is President of Moretti Consulting, LLC based in Buffalo, NY.


Shannetta Mennenga, MPA and Sr. Consultant, possesses over 20 years of experience in organizational development and leading successful organizational-wide change efforts. She provides consulting services in the areas of coaching, change management, strategic planning, talent and leadership development, diversity and inclusion, relationship building, events coordination, and program implementation.  Prior to consulting, Shannetta held senior leadership positions in academia, healthcare and the insurance industries.

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