In today’s corporate world, companies are no longer going through occasional transformations.

Instead, it feels like change has become a constant companion, with new initiatives, strategies, and restructuring happening as often as every six months.

Continual Transformation (CT) is a term used by many large organizations, including Dell, to describe the new norm. CT is where an organization is always changing and improving to keep up with new challenges, much like a person learns and grows.

Whilst it can be exciting to be part of an organization that is always adapting and growing, it does have a downside that has become more pronounced in recent years.

Change Fatigue.

Employees become numb to promises of a brighter future, tuning out repeated messages of “agility and efficiency”

The challenge for leaders is clear—how do you lead teams through these constant waves of transformation without burning them out, and triggering the sceptics radar that is now finely tuned to corporate buzzwords and their hidden meaning.

The Never-Ending Cycle of Transformation

It’s no secret that businesses are undergoing transformation at an unprecedented pace. Every year—or even every six months—teams hear familiar messages:

• "We’re cutting costs for efficiency."

• "This will position us for long-term success."

• "We need to be agile to meet market demands."

• “We are investing in new technologies to enhance productivity”

• “Change is essential for growth”

But hearing these messages repeatedly, without seeing or feeling the benefits from the last change, or the long-term benefits that these transformations promise can lead to employee disengagement, fatigue, and resistance to future initiatives.

To avoid falling into this trap, focus on authenticity. Rather than parroting the same corporate speak, acknowledge the challenges ahead and be honest about the roadblocks. Offer real examples of where past changes have succeeded—or failed—and outline what will be done differently this time. This should from part of a leaders ongoing rhythm, at all levels of the organization.

The hidden cost of continuous change:

As employees witness repeated transformations that fail to deliver meaningful results, they become skeptical and apathetic, which can decrease productivity and increase turnover. It can also dampen discretionary effort, which may instead be directed to their side hustle or job hunting.

Research by Prosci indicates that organizations experiencing change saturation report lower engagement levels, ultimately undermining trust between employees and leadership. This creates a vicious cycle that threatens the organization's long-term viability and competitiveness in rapidly evolving markets.

Decoding the Types of Business Transformation

To break through this fatigue, it’s important to understand the different types of transformation businesses typically undergo.

Let’s pause for a moment and call out the obvious, the change program might represent all 3 of the following, or just one, it might also be labelled as a growth strategy, but in reality be squarely in the Cost Out category.

1. Cost Out: The goal here is simple—reduce expenses, often through layoffs, cutting budgets, or renegotiating supplier contracts. It’s a defensive strategy meant to keep the company afloat, but it can feel demoralizing for teams who see it as purely survival mode.

2. Optimization: This is about improving efficiency. The good news is that optimization often involves leveraging existing resources better, and it can be inspiring when it leads to smoother workflows or improved customer experiences.

3. Growth: Perhaps the most energizing type of transformation, growth focuses on expanding the business. Whether it’s entering new markets or launching new products, this kind of transformation can reinvigorate teams—though it often comes after rounds of cost-out and optimization.

It’s important to be realistic about where your strategy sits and be tailored in your approach to address the teams concerns and keep them motivated.

Understanding the type of transformation your business is undergoing is only part of the equation. To truly combat change fatigue, leaders must also empower their teams to focus on what they can control amidst the turbulence.

While large-scale changes might feel overwhelming, helping your team identify and act on manageable tasks can shift the narrative from being passive recipients of change to active participants in shaping it.

Here's how you can guide your team toward regaining a sense of ownership and momentum.

Focus on What You Can Control

When your team is faced with wave after wave of transformation, it’s easy for them to feel overwhelmed. But as leaders, we need to guide them to focus on what they can control.

Encouraging your team to take ownership of manageable tasks within their work helps reframe transformation from something that’s happening to them into something they can actively shape. Whether it’s improving internal processes or homing in on customer needs, small wins create momentum.

Team Exercise to try: Issue Categorization and Action Planning - This exercise helps prioritize issues, fosters team collaboration, and focuses efforts on actionable items while acknowledging concerns beyond the team's control.

A tool for embracing Change: “Our Iceberg is Melting”

“Our Iceberg is Melting” by John Kotter2 tells the story of a penguin colony whose iceberg is slowly melting.

This widely recognized framework is essential reading for any team undergoing change. It offers an effective approach that organizations of all sizes can utilize to help teams better understand and navigate the challenges of transformation

The "Our Iceberg Is Melting" methodology consists of key stages that guide organizations through change:

This structured approach helps organizations navigate transformation successfully.

This book highlights a core truth: the future will always bring uncertainty. But as leaders, it’s our role to help our teams navigate that uncertainty with resilience.

Coping with Change Year After Year

So how do we support teams that are tired of constant transformation? Here are a few strategies:

• Acknowledge the Fatigue: Change fatigue is real. Recognizing it shows that you’re listening and validates your team’s concerns.

• Communicate Transparently: Be clear about why the change is necessary and how it benefits the team. Transparency builds trust.

• Provide Support: Offer resources like training or mentorship to help team members adjust. Showing that you’re invested in their success can help ease resistance.

• Celebrate Wins: Even in the midst of transformation, take time to acknowledge and celebrate progress—no matter how small. Celebrating wins builds momentum and lifts morale.

My Experience in Telco: The Impact of Yearly Transformations

In the telco industry, yearly transformations are a fact of life. Over time, I’ve seen how each round of change can take a toll on teams. Initially, there’s excitement around the potential for growth or innovation. But after multiple years, the constant upheaval can leave employees drained.

Through my own leadership journey, I’ve found that resilience is key. By focusing on the controllable elements—like improving communication and setting realistic goals—we were able to maintain momentum, even during times of uncertainty.

The Future of Change Leadership: Sustainable Transformation

Looking to the future, the pace of transformation is unlikely to slow down. In fact, with the rise of AI, automation, and data-driven decision-making, it’s likely to accelerate. The challenge for future leaders will be balancing technological advances with human empathy.

To build sustainable change, companies will need to focus on flexible working environments, continuous learning, and employee well-being. These trends are becoming critical in creating a resilient workforce that can thrive in the face of constant transformation.

1 https://www.forbes.com/sites/davidmichels/2024/05/10/the-6-new-principles-of-a-successful-corporate-transformation/. 2 Our Iceberg is Melting: Changing and Succeeding Under Any Conditions, John Kotter