Change Management – Critical Lessons From A Case Study

What if your champions of change have mellowed?

What if the flame that burned brightly in the continuous search for change has been turned down?

When was the last transformational change initiative?


Embracing Change is a required competence in this period when disruption and rapid, game-changing change can be considered the norm.

Yet, Embracing Change goes deeper than the willingness to adapt to what the environment throws at you and your organization.

Being cast in the role of waiting to adjust to what others initiate is clearly not a winning strategy. Consequently, there is more to Embracing Change than adapting to it.


I was so impressed with the FinxS® Management 52 assessment that I got permission to do a comparative analysis over time for an entrepreneur who did an earlier assessment.

He leads a family-owned business and has been cast in the role of Change Agent, Chief Innovator/Conceptualizer.

The results were so instructive that I sought authorization to share some key insights that are worthy of your consideration.

Embracing Change is a mission critical competence for him.

So, we have benefit of two assessments, a decade apart to add even more intrigue to the analysis.

Here are some of the lessons learned that could be useful for you and your organization.


The top-level overview reads:

Making changes to the way one works, adapting to changing circumstances by accepting new and different ideas and approaches. Sustaining performance and motivation under conditions of rapid change. Supporting others through change and having the willingness and ability to enable changes to take place in the most productive way.

This is underpinned by 15 competency descriptors that expand our understanding and appreciation of what constitutes “Embracing Change”.


The huge take-away from the data is that there are clear signs of mellowing as it relates to driving change.

This comes as a surprise as the individual is still heavily entrepreneurial and seemingly ready to transform the world. But that is the value of objective analysis.


Critical Tell-Tale Sign

The top row is from a decade ago the second row is the here and now.

The message for us is that even unrelenting change agents could experience a waning in their passion or ability to carve out a future in their image.

Questions arise:

Are you an agent for change in your organization?

Are you sure that the juices are still flowing as years ago?

Who are the agents of change in your organization? Are there signs that the pipeline of change initiatives is not flowing as freely as before?

But here is a twist that could save your organization!


There is an increased interest, willingness, or commitment to communicating and motivating the need for change now as against a decade ago.

So, the “talk” is there – maybe in increasing urgency. However, the direction and the pathfinding might be lagging behind past successes.

This is a major concern for organizations.

What if the leadership team and those charged with charting the future have lost their compass?

What if the increased pressure to meet targets and focus on current results are betrayals of the absence of creative new ideas?


Unless they are blessed with a Steve Jobs, organizations can run out of transformational new ideas. What happens then?

For me, organizations in that position have two major options:

  1. Double down on execution

Without the option of growing the business through innovative new products or services they have to maximize the returns from their existing portfolio.

Top of the list would be more effective Business Development, Marketing and Sales.

Improvements to product and/or service quality also comes to play.

Tightening up on operational efficiency will also drive funds to the bottom line.

  1. Merge, Acquire, Divest

The other major option is the explore an equity-related adjustment. Seek a merger or acquisition that can sustain growth or look to divest the business.


We recommend that you commit to going through all of the directly relevant competencies from the 52 that are available in the FINXS® MANAGEMENT 52 assessment. It is a compass that guides you as to where you are and clarifies your options for forward movement. The assessment examines 15 behaviours that determines an individual’s capacity to Embrace Change.

If you have HR/Talent Management/OD responsibilities you might want to consider an evidence-based intervention with your leadership team.



What is the state of your capacity to Embrace Change in its widest sense?

Are you in adjusting and adapting mode or are you are proactive change agent?

How do these questions apply to the leadership team of your organization?

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