Change is inevitable. But for it to work, it can’t simply be a case of out with the old and in with the new.
It’s a process that involves people. In an increasingly digital world, thanks in no small part due to artificial intelligence (AI), Irish businesses are investing more and more in new systems and technologies. The outcomes of those investments, however, depend squarely on the people involved in the business.
“Organisations do not transform, people do,” says Tania Kuklina, director at KPMG in Ireland. “Yet our natural cognitive bias for the status quo complicates the human side of change, increasing the risk of failure. Successful transformation requires deliberate focus on people: understanding their perspectives, engaging with empathy and co-creating the future with them.”
Factors such as company culture will play a key role in this as employees need to feel empowered if they are to help enact the change wanted by management.
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“Transformation efforts, whether digital, cultural or strategic, thrive on the strength of the people driving them. Culture and employee engagement are crucial when you’re reimagining your organisation,” says Laoise Mullane, AI adoption lead at PwC Ireland. “Ultimately, your organisation’s culture will shape how these transformation efforts are embraced.”
Despite company culture being discussed at length by business leaders almost everywhere, it still tends to get overlooked when a transformation process is enacted.
“Culture and employee engagement are often the deciding factors in whether a transformation succeeds or stalls. Many transformation programmes don’t fail because the technology is wrong, they fail because the people aspect is repeatedly overlooked,” says Laura Maguire, EY people consulting partner. “When people feel part of the change, they take ownership of it.”
The best way to make people feel involved is to talk to them, emphasising to and not at. It needs to be an involved conversation across an organisation.
“When change is on the horizon, clear communication is key. It’s essential to bring your team along on this path, ensuring they grasp the changes, their impact and the anticipated outcomes,” says Mullane. “And securing their commitment from the start is vital for achieving lasting change. When your team understands the reasons and the vision behind the transformation, they’re more inclined to trust and support it.”
This need for clarity only becomes more critical as businesses work to introduce multiple new initiatives that change the familiar nature of work.
“Balancing the pace of transformation starts with recognising that people can only absorb so much change at once. Many employees are already experiencing change fatigue, so the first step is to make the case for change genuinely compelling – why it matters and what benefits will it lead to for them,” says Maguire.
“When employees understand the purpose of the change and how it connects to the organisation’s overall strategy, it reduces scepticism and builds trust. Poorly communicated change creates resistance, well-explained change helps people feel part of the journey.”
Creating understanding is the key front half of the process. The follow-through is built upon how leadership behaves.
“We cannot overstate the importance of leadership role modelling. Leaders often have a blind spot around this during transformations and employees notice the gap,” says Mullane. “True leadership is demonstrated through actions, not just words. Leaders must consistently and actively lead their transformation efforts, steering the organisation through change.”
Transformation offers more than challenges; it’s also an opportunity to demonstrate the difference between leadership and management.
“Genuine leadership commitment goes far beyond sponsoring a programme or signing off a budget, it is demonstrated through visible, sustained involvement,” says Kuklina. “It’s those leaders who consistently communicate their vision, model the behaviours they expect from their team, listen to employees’ concerns and aspirations, and reimagine the future with those insights in mind.”
Leadership isn’t just about pushing yourself to get the vision over the line; PwC’s research shows that it’s also about recognising the needs of staff
“PwC’s 2025 Workforce Hopes and Fears Survey reveals that more than one-third (36 per cent) of Irish employees feel overwhelmed at work at least once a week,” says Mullane. “Balancing the speed of change with employee engagement, particularly in settings marked by change fatigue or scepticism, is a complex, yet crucial challenge. Rapid transformation without employee involvement risks resistance, burnout and failure.”
This is a different era of transformation, where employees expect the changes to be enacted over a prolonged period. That will naturally make many more wary of fatigue.
“The pace and scale of transformation programmes continue to intensify. We are seeing that, on average, large organisations now run at least three major transformations at any given time, which inevitably can contribute to change fatigue,” says Kuklina.
Indeed, it seems that change truly is the only constant. And even so, it remains notoriously difficult for humans to adapt to, psychologically speaking.
That’s why communication and a dash of self-awareness in leadership is vital towards ensuring the change process recognises the needs of workers.
No matter the system or technology, no matter the potential it offers your business, none of it will be worth anything if employees aren’t engaged. A transformation process is a challenge but it is also an opportunity to make staff feel more empowered and determined to help the business on its journey.
