Growth rarely fails on the market, but on the organisation.
My approach
In my roles, change was never the exception — it was the day-to-day: restructuring, turnaround, ERP rollout. Along the way I learned that growth rarely fails on the market, but on the organisation that can't keep up. Technology and strategy are seldom the problem. Bringing people with you is the real work — and I do it from the front, not from an ivory tower.
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How I apply it
I lead change with both feet on the ground: give people safety first, then talk about vision. I keep that order — and the pace the organisation can take. I take resistance seriously rather than overriding it, because it shows me where things are stuck. That turns a technical project into change that lasts, even when I'm no longer in the room.