Many change initiatives fail not because of a lack of plans, but because of a lack of belief. The Change Compass offers a renewed way to understand and strengthen readiness for change. Instead of focusing on what people must do, it provides insight into how they experience change across four dimensions: do they believe in it, do they understand it, are they able to do it, and do they feel supported?
The Change Compass makes these four dimensions visible and applicable in practice. With examples from healthcare, education, government, and energy, it illustrates how organizations can make change more human, realistic, and sustainable — not through more communication or training, but by strengthening trust, meaning, and ownership.
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How do you set your organization in motion? Every successful transformation hinges not only on a clear end goal but also on a logical route to achieve it. In this article, you will learn about the five building blocks for successful change.
At Highberg Digital, we help our clients with their digital transformation journeys. Digital transformation can be seen as a journey that has an impact on the core of organizations and individuals. Each journey has its challenges and for digital transformation, it is the response of people to change. Some embrace the changes while others feel more comfortable with the well-known.
In the first part , various forms of resistance in digital transformation were analysed, ranging from passive inertia to strong reactance. This second part focuses on interventions: specific actions organizations can implement to effectively address resistance. The world of behavioral economics is explored, along with interventions organizations can use to address inertia, skepticism, and reactance. Practical examples demonstrate how these interventions can be effectively applied for successful change management in digital transformation.
Your organization has more and more data available, yet it remains a constant struggle to use this data strategically while also complying with regulations. One team focuses on innovation and dashboards, while another worries about GDPR compliance, data quality, and audit trails. The reality is that without balance between control and utilization, the promise of data-driven work remains largely theoretical.