We are seeing far-reaching organizational transformations driven by changing markets and disruptive new technologies. Transformation means that much of what used to be taken for granted no longer applies. The result is uncertainty, a growing need for clarification and coordination, but also fear, resistance, and the risk of overload.

A familiar lesson from change management is to “involve all employees,” communicate more rather than less, enable and “empower” people, and contain resistance through targeted involvement. Any of that can be right. But it can also push organizations into overload and unnecessarily slow down essential change.

Every transformation creates dilemmas. You cannot move fast, involve everyone, provide certainty, and keep as much as possible open at the same time. So you need to decide early which downside you are willing to accept.

The usual change management wisdom never applies across the board. More or less communication, broad or targeted involvement, quick decisions or leaving things open longer – what is right depends on the conditions. Anything else quickly becomes costly.

Transformation becomes costly when too much remains open for too long. Leadership must gradually clarify what will apply in the future, what will no longer apply, and what is no longer up for negotiation.

Executives, supervisory board members, leaders, HR leaders, people responsible for digitalization and transformation, organizational development professionals, works councils, and management consultants.