5 Imperatives for Making Change Your Strategic Advantage

In today's business environment, the ability to successfully implement strategic change isn't just a nice-to-have—it's a critical differentiator between organizations that thrive and those that stagnate. Yet research shows that 70% of major change initiatives fail to achieve their intended outcomes. The difference? Organizations that consistently succeed at change have moved beyond viewing it as a project-by-project exercise to building it into their operational DNA.

Build change into your operating model

Leading organizations recognize that change capability must be woven into their fundamental business processes. At CSAA Insurance Group, this meant making change management a core requirement for any initiative over $250,000. "When you embed change management into your portfolio management process, it becomes how you do business," explains Christina Ehrlich, Senior Director of People and Culture Transformation.

This standardization is especially critical in complex enterprises. "Too much variability in how we manage change creates risk and sub-optimizes our efforts,' explains Dave Schulenberg, a strategic change executive. 'A consistent approach drives better outcomes while reducing duplicate efforts."

This integration reduces risk and eliminates inefficiencies. According to Prosci research, organizations that employ excellent change management practices are 7 times more likely to achieve their intended outcomes. The key is creating consistency without sacrificing adaptability.

Scale through standardization

Alberta Health Services demonstrates how standardization enables scale. With over 2,000 change practitioners supporting 48,000 employees across multiple facilities, having a common approach is crucial. "Having a standard methodology takes the guesswork out," notes Graham Petz, Program Manager for Change Adoption. "People can find those change management sweet spots and make them work within their specific context."

This standardization creates what Petz calls a "multigenerational workforce" of change practitioners—new and experienced professionals who can collaborate effectively because they share the same fundamental tools and language.

Develop enterprise-wide capability

Building sustainable change capability requires systematic investment in people. Leading organizations weave change management into their leadership development programs at every level. CSAA Insurance Group's approach encompasses aspiring leaders, new managers, and executives, giving them practical tools to lead change effectively.

This investment pays dividends through increased organizational agility. At Alberta Health Services, building robust internal capability means new practitioners can immediately collaborate with experienced ones, accelerating change implementation while maintaining quality. As Petz notes, "Having that level of immersion and standardization takes the guesswork out of it. People can pick it up, run with it, and find those change management sweet spots."

Measure what matters

Success in change management isn't abstract—it's measurable through concrete business outcomes. Smart organizations tie change capability directly to strategic results. "I ask leaders what percentage of their project is dependent on people changing behavior," says Ehrlich. "That's the percentage that determines whether you'll achieve your expected benefits."

The business case for change capability becomes clearer when framed in terms of risk mitigation. "The risk of not doing something was much greater than the investment to do something," notes Schulenberg. "Our historical data showed declining success rates for change initiatives—we knew we had to take action."

Leading organizations also build change management metrics into leadership scorecards and project governance. This creates accountability and helps demonstrate the tangible value of change capability.

Create a culture of change excellence

Perhaps most importantly, organizations that excel at change create positive momentum through visible wins. They showcase successful changes, creating what Petz calls "positive peer pressure" that accelerates adoption across the enterprise.

This cultural transformation turns change capability from a specialized skill into an organizational mindset. "No change leader wants to do a bad job," notes Petz. "When you can point to areas doing change well, it creates inspiration and momentum."

The path forward

Building enterprise change capability isn't a quick fix—it's a strategic journey that requires sustained commitment. However, organizations making this investment gain more than better project outcomes. They develop the organizational muscle to adapt continuously, turning change from a challenge into a competitive advantage.

In today's dynamic business environment, this capability isn't optional. The question isn't whether your organization will face significant change but whether you'll build the ability to handle it successfully. The organizations that thrive will be those that make change done right their North Star.