the human factor: why change keeps failing (and what we’re still missing)
For years, Utilities have been transforming – rapid acceleration in technology and data capability, tighter budgets, ageing infrastructure, rising customer expectations and regulatory pressure, all demand significant, expansive change. And you’ve probably heard that famous statistic: that 70% of change initiatives fail.
The reality? Most efforts don’t fail, but many don’t deliver the results they promise, not because they’re focussing on the wrong thing - delivering value to the customers through new technology, process optimisation or operational efficiencies – but because we undervalue that unique, human element that determines whether the transformation will succeed: people’s behaviour.
The need to adapt
Understandably, organisations tend to focus on what’s visible and trackable: project timelines, budgets and activities. But behavioural change - arguably the most important piece - is harder to quantify. That makes it easier to ignore, until it shows up in the form of missed milestones, poor adoption, rising resistance or underwhelming results.
And yet, the evidence is clear: resistance from employees and leadership behaviours are two of the biggest reasons change fails.
Resistance isn’t rational, it’s emotional
Here’s the thing: people rarely push back against change because it doesn’t make logical sense: they push back because it doesn’t feel right. Maybe they’re afraid of losing control. Maybe it reminds them of a past failure. Or maybe they just don’t trust where it’s coming from...
People don’t mind change, they mind being changed
Many employees still feel that change is delivered top-down : something done to them, not shaped by them. The success and sustainability of business transformation relies on the engagement of the people involved – this requires moving beyond one-way communication, empowering people to shape the change. For more information, check-out our Do’s and Don’ts of communicating through change programmes
Spotting resistance
When teams resist change, it’s often expressed through emotional cues:
“This isn’t fair.”
“I’m nervous about this.”
“Why now?”
“This could be great - if…”
Recognising and responding to those cues is key.
Tailoring your message
Building your message with an appeal to emotions, beliefs and values will resonate with this audience.
What’s going to be enjoyable?
What’s going to feel right?
What’s going to minimise fears or concerns?
In discussions about change, focus on how the change will bring about new opportunities and exciting challenges.
Bringing behavioural change to life: what works in practice
Here’s what we’ve seen work when organisations take behavioural change seriously:
1. Make adoption part of the strategy: not the afterthought
Build behavioural goals into your change metrics. Track engagement and adoption from the start, monitor feedback and reflect on emotional signals as you go.
2. Focus on experience, not just implementation
It’s not enough to deliver the product or process - people need to experience the value. That’s where approaches like experiential change come in.
When employees get to try, test, and shape new ways of working, they’re more likely to commit. In other words: telling people something’s important doesn’t affect change; showing them does.
3. Design in human reinforcement
Behavioural change doesn’t happen by memo. It’s shaped by daily cues - recognition, feedback, positive reinforcement. Nudges, safe spaces, and consistent leadership messages help make new behaviours stick.
4. Invest in leadership readiness
Leaders don’t just cascade change: they model it. Equip them with the insight and support they need to handle concerns, hold space for dissent, and reinforce new behaviours.
What it really comes down to
Change fails when people don’t buy in. And people won’t buy in unless they feel included, understood, and supported. That’s why behavioural change isn’t a ‘nice to have’. It’s the core mechanism that determines whether transformation efforts survive contact with reality.