Latest news with #changeManagement
Forbes
2 days ago
- Business
- Forbes
Data Storytelling: When Your Best Insights Meet Stubborn Minds
Even the most compelling insights can face resistance when they challenge existing perspectives. Data storytelling and change often go hand-in-hand. When you uncover a meaningful insight, your organization must introduce changes to address the identified problem or seize the unearthed opportunity ('do more of this' or 'less of that'). Change can be difficult even when it's the right decision for the business. Our natural reaction is to question or resist new information, not embrace it. We believe the red carpet will be rolled out to celebrate each discovery, but they're more likely greeted with caution and skepticism. How you communicate your insights is as critical as the analysis itself. Early in my career, I learned a valuable lesson about resistance. For a marketing project I was leading, a more senior team member within my department generated a lot of pushback against my approach. It felt as though he was hellbent on ensuring the project was a failure. After a couple of painful weeks of disagreement and stonewalling, I was becoming increasingly frustrated and worried about the project's approaching deadline. I decided to lay my ego aside and try a different tactic. Rather than demanding that he comply with my requests, I invited his advice on the project and discussed what I was trying to achieve. My less threatening and more collaborative approach worked. I was able to better understand his perspective about the project and find middle ground that would address his concerns and allow it to move forward. This experience taught me the importance of tailoring information to different situations and audiences. While we like to think the inherent value of our insights will ensure their adoption, workplace dynamics quickly teach us that how we share matters as much (if not more) than what you share. When it comes to data storytelling, you'll face many different forms of resistance, all which will demand slightly different strategies. In this article, I'll provide you with a roadmap for handling some of the most common forms of resistance. Replacing existing narratives with new, better ones Uncovering an insight means surfacing information that challenges people's existing understanding, forcing them to re-examine their assumptions. When you share the insight, you're not simply swapping out an outdated piece of information and inserting a new one in a plug-and-play manner. As author Shawn Callahan noted, 'You can't beat a good story with a fact; you can only beat it with a better story.' The human brain makes sense of the world through narratives, which act as mental shortcuts that help us process and organize information into meaning. The pre-existing facts and assumptions that shaped the previous understanding must be rewired or rebuilt to support the new insight. That's why storytelling is so essential because facts alone are incomplete. For each topic, your audience may have a shared or personal perspective or 'narrative' in their heads that is shaped by a mix of emotional, cognitive, and social factors: Each viewpoint is shaped by two dimensions: how well-formed the perspective is and how strongly held it is. A well-formed viewpoint will be backed by reasoning and data (even if it is inaccurate or outdated). A strongly-held one will be tied to someone's ego, reputation or identity. A well-formed, strongly held perspective will be the most resistant to change. A framework for navigating different types of audience resistance in data storytelling While stakeholders will welcome new opportunities or possibilities as good news, they may be wary of negative news that indicates problems or risks. However, it's not that simple. Stakeholders could embrace bad news if the insight leads to a better positive outcome such as improved business performance or greater cost savings. How receptive your audience will be influenced by their existing perspective, how well the insight aligns with their expectations, and whether they believe the outcome is actionable and worth the effort to change course. Even an uncomfortable truth can gain traction if it's framed within a compelling path forward. How you frame the story for an insight may be completely different from one audience to another. To help navigate these dynamics, I've developed the Narrative Tension Matrix that maps how facts interact with stakeholder perspectives. Understanding how your audience sees the current situation is critical: When there's alignment between the facts and their perspective, your story will likely reinforce their existing mindset. But when there's a disconnect, you may face resistance, especially if the numbers challenge their assumptions or expectations. Recognizing this tension allows you to tailor your story more effectively. You can frame insights in ways that reduce friction, build clarity, and drive buy-in and action. Let's take a closer look at the six scenarios of this model: Same data, different situations. Different reactions, different stories. This matrix reveals how the ... More tension between facts and perspective shapes your data narrative. In each of the following two scenarios, the facts align with your audiences' prevailing perspective. They may be surprised by details of the insight, but not by the overall direction. 1. Bitter Pill - 'The bad news you feared.'(Facts support / Perspective unfavorable) Stakeholders suspected something was wrong, and the data confirms their fears. Your objective is to drive urgency while acknowledging the challenges or difficulty involved. Tone: Direct, empathetic, respectful. Pro Tip: Quantify the cost of inaction to frame the significance and urgency. 2. Victory Lap - 'The good news you expected.'(Facts support / Perspective favorable) Audience believed things were going well, and the data confirms it. Your goal is to win over any remaining skeptics and build momentum for continued Confident, affirming, energizing. Pro Tip: Use forecasts or projections to build excitement. In these next four scenarios, the facts conflict with perspective, but that conflict could either expose an unexpected problem or uncover a surprising opportunity. 3. Gut Punch - 'It's worse than we thought.'(Facts conflict negatively / Perspective unfavorable) Stakeholders assumed the situation was bad, but the data indicates it's worse than expected. Your goal is to create clarity and courage in the face of difficult truths. Tone: Calm, confident, and resolute. Pro Tip: Focus on small, achievable next steps to avoid feeling overwhelmed or defeated. 4. Silver Lining - 'Not as bad as we feared.'(Facts conflict positively / Perspective unfavorable) People assumed things were bad, but the data reveals it's not as bad as they thought. Your objective is to reframe the pessimism and inspire hope. Tone: Reassuring, grounded, constructive. Pro Tip: Give them permission to be cautiously optimistic. Acknowledge their wariness was reasonable given the information they had. 5. Balloon Pop - 'Optimism, meet reality.'(Facts conflict negatively / Perspective favorable) People are optimistic about the current state, but the data contradicts that belief. Your goal is to gently challenge the false expectations and reframe them in terms of what's more realistic. Tone: Diplomatic, respectful, cautionary. Pro Tip: Start with shared aspirations and then introduce conflicting facts carefully. Try to preserve dignity (save face) since the optimism was publicly held. 6. Gold Mine - 'It's better than we thought.'(Facts conflict positively / Perspective favorable) Audience thought things were going well, but they are even better than they realized. Your objective is to address potential disbelief or skepticism that could impede adoption. Tone: Uplifting, enthusiastic, confident. Pro Tip: Quantify the unexpected gain and be prepared to defend your calculations and methodology. Three key takeaways from this framework When we step back from the data, this framework reveals effective data storytelling is often about managing the audience's emotional journey from their current mindset to a new reality. Unexpected positive results (Gold Mine) may trigger more skepticism and resistance than expected negative ones (Bitter Pill). People may react more strongly to data that makes them feel bad than to data that simply makes them look bad. Here are three key takeaways from this framework: Author and poet Maya Angelou once observed, 'People will forget what you said, people will forget what you did, but people will never forget how you made them feel.' This wisdom applies perfectly to data storytelling. Your insights might be highly transformative, but if you make your audience feel defensive, surprised, or unprepared, they'll resist even the most compelling evidence. If you can master this emotional journey with your communication, even your most challenging insights become catalysts for meaningful change.
Forbes
6 days ago
- Business
- Forbes
Control What You Can: A Blueprint For Thriving As A Legacy Company
Scott Murphy, President and Chief Executive Officer, Jewelers Mutual®. While tradition and heritage are valuable assets for legacy companies, they can sometimes create a false sense of security in the face of rapid change. Technological change and evolving customer expectations are irresistible forces that, if you are not careful, can easily overwhelm your company's infrastructure in a matter of months. If you lead an established company, you likely already feel the strain between preserving what works and staying relevant. I have experienced this firsthand at my company, which has more than 100 years of history, and I have learned that staying still is not an option. Our transformation has included digitizing core processes, acquiring new businesses, and reimagining how we support customers and partners across our industry. These are all tried and true practices, but what makes them effective strategies in managing change is how you execute them: with a proactive approach and a belief that change can help you maximize your success instead of toppling it. Creating A Blueprint For Change-Management Here are four actionable strategies I recommend to other legacy business leaders looking to drive growth while honoring their company's roots: Resistance to change is often your biggest internal threat. I have found that success in overcoming it starts with how you communicate change. For example, our company began tying every change initiative to a customer outcome and ensured all levels of leadership could clearly explain the "why" behind the initiative. We also made it a habit to involve employees early through ideation sessions and to provide regular updates. Celebrate your progress often, even small wins—it helps build momentum and normalize innovation. Legacy companies typically have the resources and trust to lead disruption—but you must be willing to rethink even your most successful offerings. We recognized the need to modernize jewelry insurance at the point of sale, which led us to develop a mobile app. It was a bold shift from traditional models, but the decision to act proactively—before our customers demanded it—gave us a competitive edge. Ask yourself: What part of your business are you afraid to touch? That is often where innovation needs to happen most. Many organizations collect customer feedback, but the differentiator lies in how effectively that feedback is synthesized and acted upon. By combining usage trends from your various touchpoints (such as your website and mobile app) with data from service centers and post-interaction surveys, you can identify friction points and iterate quickly. For example, we implemented a unified customer data platform that allows us to proactively resolve service pain points, improve digital self-service functionality and strengthen omnichannel support. These insights have informed product enhancements and led to measurable improvements in engagement and satisfaction. I encourage you to invest in tools that centralize and surface feedback, whether they be a CRM system or custom dashboard. More importantly, empower your teams to act on what they learn. I have found that true personalization is not about having more data—it is about using that data to show customers you are listening and can meet them where they are. Build influence, create space for innovation, communicate your progress effectively, and empower your teams to do the same. In my experience, focusing on what can be controlled—and not letting things outside of that control paralyze your progress—is key. Establish a framework that empowers employees at every level to take ownership of ideas and drive initiatives forward. Look for technology solutions that generate measurable ROI, such as reducing manual processes through automation and digitization. I also recommend investing in self-service tools and streamlined digital platforms that directly support customer experience and business growth. This kind of proactive mindset can not only accelerate progress but also build organizational confidence and support a culture where innovation is continuous and sustainable. The Advantages Of Embracing Change By prioritizing continuous adaptation, you can regularly assess and adapt your business processes, product offerings and customer engagement strategies. You can also foster stronger, more long-term customer relationships. With expertly tailored personalized communication and a commitment to customer satisfaction, these relationships can feel more valuable to the customers they are meant to serve. Conclusion Legacy companies often have strengths that younger organizations do not, including history, trust and a strong foundation. I have seen how honoring our past while building boldly toward the future can be a winning combination. If you pair that foundation with a customer-first mindset, the right tools and a willingness to challenge assumptions, your legacy can not only survive, but thrive. Change is inevitable. Growth is optional. Choose to grow. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Yahoo
7 days ago
- Business
- Yahoo
Satya Nadella: The hardest part of AI isn't the tech. It's getting people to change how they work.
Satya Nadella said the biggest challenge with AI is getting people to change the way they work. Workflow needs to change with AI, the Microsoft CEO said. Tech leaders have been divided on whether AI will create new roles or cause mass job destruction. For Microsoft's CEO, Satya Nadella, the biggest challenge with AI isn't building or deploying it — it's getting people to change the way they work. Work processes need to shift with tech advancements, Nadella said during a fireside chat hosted by Y Combinator. "When someone says, 'I'm going to now do my job, but with 99 agents that I am directing on my behalf,' the workflow is not going to be constant," he said. "Even the scope of your job is going to change." Change management is the main bottleneck, Nadella said in the conversation, which was published Thursday. He pointed to LinkedIn, which Microsoft owns, as an example of how AI is already reshaping roles. The company has started merging traditionally separate functions — like product design, front-end engineering, and product management — into a single role: the "full-stack builder." "That's a change in scope of even a job," he said. "How do you then rebuild the product team with new roles, new scopes?" Microsoft said in May that it plans to cut about 6,000 jobs, which is less than 3% of its global workforce. A spokesperson said that these cuts were not performance-driven. Business Insider reported in April that these cuts are intended to reduce the number of middle managers and increase the ratio of coders versus noncoders on projects. Microsoft organizations want to increase their "span of control," or the number of employees who report to each manager. Nadella did not respond to a request for comment from Business Insider. Tech leaders have been divided on whether AI will create new roles or cause mass job destruction. Jensen Huang, the CEO of chipmaker Nvidia, said AI will change everyone's jobs. "It's changed mine," he told reporters on the sidelines of Vivatech in Paris in June. He also said that some roles would disappear, but that AI could unlock creative opportunities. Dario Amodei, the CEO of AI startup Anthropic, warned that AI may eliminate 50% of entry-level white-collar jobs within the next five years. "We, as the producers of this technology, have a duty and an obligation to be honest about what is coming. I don't think this is on people's radar," Amodei told Axios in an interview published in May. To cope with the changes, executives say everyone — from the C-suite down — needs to use AI. Amazon's CEO told employees to get with the AI program in a public staff memo last week. "As we go through this transformation together, be curious about AI, educate yourself, attend workshops and take trainings, use and experiment with AI whenever you can," Andy Jassy wrote. He also said that AI is changing the company's workflow, and that it is going to "reduce" the company's workforce in the next few years. LinkedIn's cofounder, Reid Hoffman, said AI should be baked into every team's day-to-day work, whether at a five-person startup or a giant company. Read the original article on Business Insider Sign in to access your portfolio
Forbes
23-06-2025
- Health
- Forbes
Why Change Invites Humanity To The Front Seat
Dr. Loubna Noureddin is cofounder and CEO of Mind Market and author of "Determined to Change," helping organizations thrive during change. I facilitated a CEO strategy session last month, and almost all the attendees shared their feelings of being overwhelmed by the fast pace of change. Many recognized the challenge of managing their workforce, specifically the younger workforce, one person sharing, 'They want it easy, and they want it all. They think they can do my job tomorrow if not today!' In today's fast-paced environment, a troubling trend continues to mature: lower productivity rates and increased encounters of confusion, disappointment, failed change initiatives and disconnection from work. A McKinsey Health Institute survey of 30,000 employees revealed that only 57% of employees worldwide reported good holistic health, encompassing mental, physical, social and spiritual well-being. This means that one-third of your workforce may not be operating at the ideal state. The decline in employee well-being is a business issue. It is not only personal. Companies with higher well-being scores report greater results, higher profits and superior returns on assets. Thriving Workplaces Imagine a workplace where employees feel valued, supported and engaged—a place where well-being is woven into the fabric of the culture. In such an environment, employees can be more productive, creative and committed. They will collaborate, commit to change with resilience and contribute to a positive organizational climate. These are the cultures that drive unpredictable outcomes. Achieving this ideal state requires a shift from viewing well-being initiatives as pizza on busy days to consistent leadership behaviors that weave into the core of organizational strategy. It's about creating a culture where well-being is not an afterthought but a foundational element of success. The Path Forward: Integrating Well-Being Into Leadership To transition from the current state to the ideal, organizations must adopt a holistic approach to employee well-being. This involves integrating well-being into leadership practices at all levels—personal, team and organizational. Let us start with a simple premise. We must first prioritize our own well-being before we lead others. By modeling healthy behaviors—setting boundaries, disconnecting when you're off, practicing mindfulness and seeking support—you set the tone for the rest of the organization. One COO told me their biggest challenge is when the chief of staff is off. He will keep emailing them new ideas and cannot disconnect. It's more work for them when he is out. Leaders who protect their well-being are better equipped to provide care and well-being for their teams. Teams thrive when members feel safe expressing themselves without fear of judgment. You can cultivate psychological safety by encouraging open dialogue, showing empathy and acknowledging the challenges your team faces. This environment enables team members to support one another and collaborate effectively. Sometimes, simply acknowledging your team by saying, 'This is a challenging situation for you,' without pushing your advice on how to fix it, could be a simple way to nurture open dialogue. Embed well-being into policies, practices and values. Regularly assess and address factors contributing to employee stress and burnout. Understand their needs before creating generic work benefits that do not apply to your team. This includes offering flexible work arrangements, providing access to mental health resources and recognizing the importance of work-life balance. At the heart of all corporate mystery is modeling care by leaders who can easily understand the connection between healthy employees and commitment to enterprise-wide change initiatives. Consider the "CARE" framework for your teams: • Connect: Build strong relationships through regular check-ins and open communication. • Acknowledge: Recognize and validate employees' experiences and emotions. • Respond: Provide resources and support to address well-being needs. • Evaluate: Continuously assess the effectiveness of well-being initiatives and make necessary adjustments. By implementing the CARE framework, organizations can create a supportive environment that promotes holistic well-being. Leading With Empathy And Purpose When times are marked by uncertainty and rapid change, prioritizing employee well-being can be not just compassionate but strategic. Leaders who invest in the holistic health of their workforce can foster resilience, drive performance and cultivate a thriving organizational culture. In a world where you insist that employees embrace and trust artificial intelligence, amidst technological disruption, choose humanity. What today needs is a shift in leadership paradigm that stands out and connects people to their emotional intelligence. Try empathy, connection and purpose. By doing so, you not only enhance the lives of our employees but also pave the way for sustainable success. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Forbes
22-05-2025
- Business
- Forbes
Leading Change In The AI Era: Familiar Rules, New Realities
Change has always been hard. Today it feels even harder. But for all the noise surrounding generative AI, it's easy to forget something fundamental: Generative AI–related transformation is still just change. It follows the same human patterns leaders have navigated for decades. The difference now? The velocity, the visibility, and the stakes. Executives and investors are confronting a dual challenge: They must apply time-tested change principles and wrestle with unfamiliar questions about trust, experimentation, and scaling. Understanding this duality is the key to leading effectively in the AI era. At its foundation, change remains a behavioral discipline. Successful change requires human beings to understand it, accept it, and adopt new ways of working. After all, organizations don't change—people do. Core truths still apply: With the advent of generative AI, these truths only become more important. Change fatigue, ambiguity, and fear of displacement require even stronger storytelling, deeper trust-building, and faster learning loops. Encouraging adoption is a critical responsibility of leaders today. As Ginni Rometty, former CEO of IBM, has said: 'AI will not replace humans, but those who use AI will replace those who don't.' Despite its familiar patterns, generative AI introduces new dynamics that leaders can't ignore: This makes generative AI change feel different than past tech shifts. Acceptance is earned through doing, not announcing. Discovery and experimentation are not phases; they are the change. With generative AI, old change playbooks need new questions. Leaders must reframe how they plan, lead, and scale change across five dimensions: accelerating value, leading change, customization, engaging people, and governing wisely. Accelerating value: Leading change: Customization: Engaging people: Governing wisely: These aren't just operational concerns; they are leadership imperatives. In the AI era, leadership is less about overseeing projects and more about modeling belief. Leaders must become narrators, shaping an inspiring vision for how generative AI fits into the organization's future and how team members can contribute. They must become architects, designing systems that support experimentation while protecting trust. And they must become sponsors, lending credibility and confidence to teams navigating uncertainty. AI literacy is now part of leadership literacy. Without it, leaders can't ask the right questions, much less sponsor the right answers. Forward-thinking CEOs are stepping up to the challenge. In Japan, it's the rare executive conversation in which this topic does not come up. Digital natives are all in. Duolingo CEO Luis von Ahn, for example, has declared that not only his technology but his whole company is going to be 'AI-first.' To that end, he is instituting what he calls 'constructive constraints,' such as including AI use as part of everyone's performance review. AI may be the catalyst, the augmentation tool, but humans drive change. The excitement and anxiety around generative AI are both justified. But amid the hype, the real differentiator won't be who builds the minimal viable product for a particular use case fastest; it will be who leads the organizational change most effectively. Change is still about humans. Trust still matters. Clarity still wins. But the questions are sharper now, and the pace is faster. Leaders who embrace both the known and the novel will not only navigate this era—they'll shape it.
