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The Margins of Change and Transformation

Writer's picture: PJ StevensPJ Stevens

 

 

The Margins of Change and Transformation

 

Success and failure in change and transformation hinge on the margins. It’s not the obvious 80% of what you know, or even what you think you know, but the elusive 20% that exists in the periphery. This is where gains are unlocked and losses are suffered. Change is challenging, risky, emotional and often prone to failure because the margins—those less visible areas where the subtle dynamics of transformation unfold—are frequently overlooked. To truly understand and better deliver any change, project or transformation, it is crucial to understand why these margins matter so much.

 

The margins represent the areas that are less visible, yet critically influential. These are the unspoken dynamics, the subtle resistances, the emotions and the hidden opportunities that evade attention during major transformations. It is in these spaces that human behaviour intersects with organisational strategy. People’s fears, aspirations and uncertainties emerge, influencing the pace and success of change. Assumptions that seemed solid at the outset begin to unravel when plans face unforeseen complications. Small actions, often dismissed as insignificant, can have outsized impacts, as a poorly handled conversation or a minor oversight can derail even the most well-intentioned initiative.

 

Change often fails not because of bold strategies or visionary plans, but because of what is overlooked during execution. Leaders often focus their attention on the broad strokes, the overarching ‘what’ of change, while neglecting the nuanced ‘how.’ This creates gaps in communication, alignment and trust, which undermine progress. Furthermore, people resist change not solely because they are comfortable with the status quo but because they fear the unknown. They fear losing control, losing relevance, status, friendships or failing to adapt to the new environment. These emotional resistances, often dismissed as minor, accumulate in the margins and we often see these eventually obstruct meaningful progress, unless they are attended to.

 

Another reason change falters lies in the sheer complexity and overload inherent in transformation initiatives. Organisations can often try to move too quickly, piling change on top of already stretched systems and people. This creates fractures in the details, where critical issues are either ignored or remain unresolved. Compounding this issue is the absence of effective time to reflect, feedback loops and coaching conversations. Decisions made in echo chambers at the leadership level miss vital insights from those at the coalface of operations. Employees, customers and other stakeholders who operate in these margins often see what leaders cannot. Ignoring these perspectives creates blind spots that lead to failure, whilst tapping into these insights and information can accelerate change for good.

 

To succeed in change and transformation, leaders need a mindset shift—one that places deliberate focus on mastering the margins. This begins by zooming in on human dynamics. It requires moving beyond the big picture strategy to truly understand how individuals and teams are experiencing the change. Where are they struggling? Where are they finding meaning? By listening actively and acting decisively based on these insights, leaders can build momentum and address resistance before it festers.

 

Anticipating the unpredictable is another key element of mastering the margins. Change initiatives must account for ‘what if’ scenarios and edge cases. Building flexibility into plans allows organisations to adapt when—not if—the unexpected occurs. Success in this area requires humility: the recognition that no plan is immune to surprises and that adaptive leadership is a strength, not a weakness.

 

Small actions within the margins carry enormous weight. Micro-decisions, informal conversations and seemingly insignificant gestures all play a critical role in shaping how change unfolds. A leader’s choice to engage with scepticism rather than dismiss it, or to acknowledge a team’s effort during a difficult phase, can shift the trajectory of an entire initiative. These micro-actions are often the difference between creating momentum and generating friction.

 

Feedback and learning loops are also essential. Leaders must establish mechanisms to capture real-time insights from those closest to the action. This requires creating a safe environment for people to voice concerns, share ideas and surface risks without fear of retribution. By actively integrating this feedback into decision making, organisations can address challenges early and take a better course of action.

 

Change and transformation – as statistics tell us - are inherently difficult, risky  and failure intensive because they involve moving people, systems and cultures into uncharted territory. It is not enough to have a compelling vision or a robust plan; success lies in how well leaders navigate the messy, imperfect reality of execution. The margins—those often overlooked spaces where the real work happens—are where the battle for transformation is won or lost.

 

Leaders who understand this truth and intentionally explore, address, and optimise the margins are the ones who ultimately succeed. They transform not only their organisations but also the people within them, fostering resilience, adaptability and creativity.

 

The question and opportunity for any leader embarking on change is this: are you willing to explore the margins, and do you have the courage to exploit what you find?

 

 

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Do you want any help?

 

There are several very effective, tried and tested ways we can help you safely explore these margins and prepare for success.


Let’s look at two of them:

 

Open Space is a very cost effective way to tap into the collective brilliance, knowledge and experience of a group in a creative way to help identify and solve issues and opportunities. You just need a day in the diary, a group of people, a nice room with day light, an open mind and a good topic to explore. We’ll do the rest.

 

For those who want a more balanced and complete view, we have a five step process, called EXACT, to help you move faster, more efficiently and effectively from ‘here to there’, to unearth the challenges and opportunities in these margins. This will better enable you to navigate any change, programme or transformation, saving time and money, and moving faster to value. You will identify potential hurdles that might slow your progress and understand where you need to re-focus attention to navigate or mitigate these hurdles and tip the balance of success in your favour.

 

Interested? Book a call with me or email me.




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