A new blueprint for continuous, meaningful, successful change

Change reinvented
Contents
01 02 03 04

Continuous change We see—and feel— The Change From insight

is the new reality change all around us Capability Quotient to action

03-05 06-12 13-26 27-37

05 06 07

Overcoming How leaders lead is critical Let’s reinvent

obstacles to change to continuous, meaningful, change
successful change
38-40 41-44 45-46

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 2
 Change reinvented
Continuous change
is the new reality
Jack Azagury
Group Chief Executive—
Strategy & Consulting

Executive summary As we stand on the brink of unprecedented

Karalee Close shifts in market dynamics, technology and
Global Lead— In today's business landscape, continuous workforce expectations, the ability to effectively
Talent & Organization change is the new reality—and navigating it navigate and measure change has become a
effectively is essential to activating strategy critical competency for C-suite leaders. Yet,
and moving organizations forward. the practices are not always well understood,
nor are they consistently applied. This research
The age of generative AI is set to upend ideas of delves into new approaches that can turn
traditional “change management.”1 Now in play: the often-dreaded notion of "yet another
a dual mandate to both more deeply engage transformation" into opportunities for innovation
employees and deliver bottom-line results. and growth—for organizations and their people.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 3
 Change reinvented
We see a striking consensus among leaders
as they see the pressing need for change,
but lack the confidence to deliver2:
Yet only

80 %
95 %
96 %
100 %
30 %

of organizations have of organizations of C-suite leaders of C-suite leaders feel confident about
change as part of their have undergone 2+ are dedicating more anticipate significant their change
long-term vision. transformations in than 5% of revenue to changes to their capabilities.
the past three years. change projects in the workforce.
next three years.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 4
 Change reinvented
Our research outlines a new blueprint By increasing the maturity of change practices The role of leaders as “architects of change” is central to
for excellence in continuous change. outlined in this blueprint, organizations can our findings. Beyond merely initiating transformations,

It includes the consistent application transform into dynamic, resilient entities capable leaders must integrate change into their culture, aligning it
of outperforming expectations and achieving with core purposes and values. Leaders who provide clarity
of proven practices, as well as more
meaningful results, including: and motivation and excel in these capabilities do not just
innovative practices now possible through manage change—they inspire and facilitate it.
the use of technology. We call it the Higher
Change Capability Quotient. financial performance, with annual revenue growth The Change Capability Quotient provides a blueprint for
up to 5 percentage points higher on average than continuous, meaningful, successful change. This new
other companies. research codifies the practices that are closely linked to
results. It is a call to action for leaders to embrace their
Better role as change architects, with practices that enable
experiences that meet employees’ needs, unlock their organizations to thrive in an ever-changing environment.
potential and leave them 2x more likely to feel Net
Better Off.

Faster
outcomes, with leading organizations 80% more likely
to achieve successful transformation on schedule.

They’re also more likely to join the Reinventors—the

elite 9% of companies that not only transform, but
consistently outperform.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 5
 Change reinvented
Building a resilient culture in
times of constant change

6
 Change reinvented
We see—
and feel—change
all around us
It’s frequent. It’s multi-faceted.
And frankly, we have a love-hate relationship with it.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 7
 Change reinvented
It’s easy to see why:

• 95% of organizations have had at least two or more transformations in the past three years.
• 61% have had more than four and as many as eight. (see Figure 1.)

Figure 1. Number of organizational transformations undertaken in the last 3 years (% of survey respondents)

Number of transformations

of organizations have had

at least two transformations

of organizations have
had at least four
Source: Accenture Research analysis based on
Change Reinvented CxO survey, N=1000.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 8
 Change reinvented
For both disrupters and the disrupted, it’s not going to Figure 2. Generative AI adoption is the top factor Figure 3. Annual average investments in change
settle down any time soon. The age of generative AI is driving change (% of survey respondents) projects by companies (% of total revenues)
now upon us, and it’s the top force driving the changes
ahead (see Figure 2). The work we do, the skills we need
to do it, how we work with each other—a startling 44% of
our working hours will be impacted as gen AI rearranges
our fundamental assumptions.3 Looking ahead, leaders
need to focus on human-centered change, building a
resilient culture to navigate the waves to come.

The pressure to see the payoff

Change is absolutely key to the future of most
organizations. 80% of companies have it as part of
their long-term vision. And 96% of C-suite leaders are
dedicating more than 5% of revenue to change projects in
the next three years (see Figure 3). Yet while investments
are high, leaders’ confidence in seeing real results is low.
Only 30% foresee a major step change in performance
improvements in the next three years.4

Past three years Next three years Past three years Next three years

Source: Accenture Research analysis based on Source: Accenture Research analysis based on
Change Reinvented CxO survey, N=1000. Change Reinvented CxO survey, N=1000.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 9
 Change reinvented
This research addresses the critical question: As the pace of
change accelerates and organizations invest more than ever
in transformational change, how can C-suite leaders ensure
that they achieve higher, better and faster returns
on their investments?
Change done well can be a source of innovation and
growth, energizing leaders and teams across the business to
truly embrace change efforts. Using a broad fact-base and
empirical research, we define the capabilities of continuous
change that can be used to predict the likelihood of success.
We call this measure the Change Capability Quotient.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 10
 Change reinvented
Figure 4. The six capabilities of continuous change. Personalizing change with behavioral
science to discover and promote the things
that truly shift behavior.

Change Capability Quotient

Data Using data and AI to drive insights and better
understand the impact across the business so leaders
can adapt their approach to change as needed.

Innovations Behavioral
These capabilities are Science Growing networks of influencers from both
areas of new thinking internal and external sources, with trusted,
and practice, focusing on authentic voices helping to activate change.
turning insights into action. Influencers

Foundations Linking change to purpose and using

Purpose 2-way communication to encourage
These capabilities are known
engagement and commitment.
to drive success, but are often
not consistently applied.
Experience
Clearly defining value and expectations,
while aligning investment to these goals.
Value
Creating new experiences to inspire people
and create a positive environment for
continuous learning and improvement.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 11
 Change reinvented
Are you reinvention ready?
Organizations that adopt reinvention as a strategy clearly outperform their
competitors. These organizations—the Reinventors—make up the 9% of
organization that excel at continuously reinventing through technology, data, AI
and new ways of working. They have embedded change as a core competency. In
fact, 80% of these Reinventors regularly evaluate how effective their change efforts
are to ensure they align with their overall plans for reinvention.5 Organizations
who score highly on the Change Capability Quotient are 2.2x more likely to be
Reinventors.6

With the right capabilities in place, it can be done.

The Change Capability Quotient provides a blueprint for how.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 12
 Change reinvented
Turning change into a more
predictable, positive force

13
 Change reinvented
The Change
Capability Quotient
Today, all leaders need an understanding of
change to develop culture and activate strategy.
Yet shifts in how companies work and leaders lead
Navigating change is not a separate exercise—it’s
are often difficult to quantify. It has always been
fundamental to leading organizations. more art than science. This research shows how to
turn change into a more predictable, positive force
across your business.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 14
 Change reinvented
Our research snapshot

From art to science Our methodology We also studied the maturity of practice
and the link to performance.
We aimed to create a blueprint for leaders to navigate This is a new evidence-base for what effective
the complexities of ongoing, technology-enabled change leadership looks like. • We surveyed 1000 members of the C-Suite and
transformations. Through our research and our work 5000 workers across 17 countries and 14 industries
with clients on thousands of client transformation to understand the depth of actual practice.
programs, we identified practices that not only We extensively analyzed the
enhance financial performance but also benefit practices of change. • We tested the link between maturity of change
employees and teams. and financial and non-financial outcomes to better
• We distilled the practices of change from interviews understand the link between practice and results.
The Change Capability Quotient has two with 140 global change experts, longitudinal analysis
primary purposes: and behavioral insights from 400 organizations
across 25 industries and 95 countries. For complete notes, see About the Research on pg. 47.
1. To quantify the practices of change and make them
more measurable and attainable. • Using thematic analysis, we clustered the practices
into six capabilities of continuous change.
2. To establish a clear connection between the maturity
of change capability and performance.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 15
 Change reinvented
Foundations and innovations
We now know what leaders who successfully navigate change are doing
and how they’re doing it. These are the capabilities of continuous change.

Foundations Innovations

These capabilities are known to drive success These capabilities are areas of new thinking and practice,
but are often not consistently applied. focusing on turning insights into action.

• Linking change to purpose and using 2-way communication to • Personalizing change using behavioral science and AI to
encourage engagement and commitment. discover and promote the things that truly shift behavior.

• Clearly defining value and expectations, while • Using data to drive insights and better understand the impact across
aligning investment to these goals. the business so leaders can adapt their approach to change as needed.

• Creating new experiences to inspire people and create a • Growing networks of influencers from both internal and external
positive environment for continuous learning and improvement. sources, with trusted, authentic voices helping to activate change.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 16
 Change reinvented
Foundations

These capabilities are likely familiar to those who have Clearly defining value—Success in change efforts hinges These organizations set clear goals aligned with people’s
taken on previous change efforts—and they are still on aligning everyone’s understanding of what success individual growth aspirations. Then, they help people
essential to delivering results. looks like—both financially and non-financially. By clearly feel seen and supported by offering relevant training and
defining value-creation expectations for each stakeholder upskilling opportunities. By applying customer experience
Linking change to purpose—Leading organizations inspire group, while measuring and reporting progress and techniques such as journey mapping and feedback loops,
their people through empathy and decisiveness. They incorporating feedback continuously, organizations can organizations can inspire people not only to embrace
do this in large part by communicating a clear vision for ignite a movement that encourages and embraces change. change but also to actively promote it. Mentoring programs
why change is necessary and integrating that vision into also add value by fostering a sense of trust and belonging.
everyday work. Value-oriented organizations align their investments with Knowledge-sharing is a regular part of work so employees
their prioritized goals. This includes developing people, understand that they themselves own change. It is
They also deliberately make communication a two-way enhancing efficiency through technology and promoting happening with them, not to them.
street. For example, they create regular, low-pressure collaboration using knowledge-sharing platforms.
channels to solicit employee feedback. Also, they address
concerns promptly to foster an inclusive culture. In this Creating new experiences—Advanced new technologies,
way, employees know they’re valued—they feel heard including gen AI, are impacting the skills organizations
and empowered. and their people need to put to work. These new ways of
working require a new mindset, with leaders at the forefront
fostering a culture of continuous learning and development.
When leaders focus on finding ways to continuously
improve employee experiences, they inspire people not
only to change, but also to promote change efforts as part
of continuous improvement and growth.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 17
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Innovations

Emerging practices, when combined with the These customized strategies not only speed up adoption
foundations, help leaders accelerate and mature but also motivate individuals to engage in problem-solving
their change capability for greater impact. These and innovation. When there is trust in communication
innovations are made possible by increasing the use of channels, it further enables individuals to contribute
data and AI to better understand actual behavior and solutions back to the organization, creating a “flywheel
responses to specific change initiatives. effect” that perpetuates shifts in actual behavior.

Personalizing change using behavioral science— Consider a bank, where managers roll out a new digital
Organizations are increasingly leveraging behavioral platform aimed at enhancing customer service. They use
science, augmented by technology and AI/analytics, to behavioral science strategies and employ nudge theory
delve deeper into understanding the motivations, mindsets to mitigate employee concerns about the transition. For
and capabilities of people. These insights are used to example, managers distribute internal communications
identify areas for improvement and the barriers that inhibit that highlight the efficiency of the new platform. They also
progress. By personalizing change messages and applying provide quick, engaging and personalized tutorials created
nudge theory, which subtly influences behavior through by AI to help employees learn new tasks effortlessly. This
small environmental adjustments, organizations can guide encourages employees to swiftly adopt the technology
positive behaviors more effectively. while making it easy to do so, easing the transition process.
Communication then shifts to sharing the experiences of
those first movers and how it has helped them do their
work and improve customer engagement.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 18
 Change reinvented
Data-driven change at Accenture
Putting data to work to increase the use of new technologies and ways of working

Fast and frequent—the pace at which our global team can innovate by To turn these challenges into opportunities, we demonstrated the use,
using new technologies and ways of working is critical for our business. value and relevance of using these new technologies with tactics that were
When we launched a strategic change initiative to increase their use, accessible and social, as well as peer- and practice-based. We crafted
we knew there would be different, diverse attitudes across our global targeted learning, communication and mentoring strategies to address
business. So we turned to behavioral science to customize an approach specific needs. And we encouraged usage through positive reinforcement
based on understanding different employee mindsets. and practical examples. Tailored interventions included early access to new
releases for the most enthusiastic adopters, peer mentoring and success
We started by researching employee attitudes across various business stories from leaders.
units. The data pointed to six core mindsets, ranging from the most
enthusiastic adopters to those who had yet to appreciate the value of By using data and research insights to provide tailored, personalized
new technologies. The research also highlighted major challenges to experiences, we saw a measurable increase in the effective use of new
technology adoption, including relevance of the tools, integration into technologies and ways of working. This behavioral science-based approach
daily routines and usability issues. enhanced engagement, effectiveness and confidence among employees—
and continues to drive innovation and efficiency throughout our company.

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Using data to drive insights—Using real-time data and
AI in change initiatives can help leaders understand Change data
what changes are happening, which areas of the
company are most affected and what actions are best to
maximize their investments. While it may sound obvious, From simple statistical models to machine learning and deep learning, there are
many organizations are just starting to treat data from new ways to understand patterns of behavior and the interventions that matter
change initiatives as seriously as they treat data about most for different stakeholder groups. More companies are going beyond data
customers and services. Usually, the focus is more on collection towards outcome-based measurement of key factors, such as:
activities (output), less on the actual value or impact of
these activities (outcomes).
• Business readiness—Are employees ready to • Sentiment—What is the impact of change
The more insights an organization has into how change embrace change? on the employee experience? Is change
will impact people, the better it can translate those leading to increased psychological safety to
insights into actions that drive outcomes. We’re seeing • Engagement—How are employees responding help people express sentiment and manage
exciting developments in data and platforms that to the elements of a change program, such as emotions in ways that can lead to higher
enhance our ability to manage change with analytics. leadership messaging, learning interventions engagement and retention?
and tools to support performance?
Currently, we see organizations moving away from • Data-driven action—Is the planned course
sole reliance on traditional surveys and focus groups • Effectiveness—Are the designed programs of action aimed at achieving results that
towards leveraging tools that provide a more nuanced delivering the desired results—and are are statistically correlated with insights
understanding of how people are feeling. We are also outcomes continuously improved by from data analysis, behavioral science
seeing an increase in the use of gen AI tools that can capturing data, generating insights and and past experiences?
help us tap into the large amount of tacit knowledge tailoring action?
that employees have gained about the organization
through experience.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 20
 Change reinvented
Areas of innovation in this space include evidence-based approach encourages colleagues to ask for assistance and improvement and collaboration, with employees at all levels
measurement of organizational dynamics, continuous help one another contribute to change initiatives. Leaders feeling more connected to the organization’s goals. The
feedback and data collection across multiple sources, take a structured approach to enabling influencers with ripple effect of these empowered influencers created a
along with practitioner education on using data. These tools and formal support. These individuals can circulate sustainable foundation for future change initiatives.
innovations equip leaders and their teams with the change messages, making the idea of change more
knowledge and recommendations they need to make attractive. Colleagues are then more inclined to be involved But organizations shouldn’t only look inward. Involving
evidence-based decisions and lead change with greater in these initiatives. external stakeholders and influencers breaks down silos
speed and certainty. and promotes collaboration for better results. These
A global manufacturer successfully leveraged highly stakeholders can include customers, technology partners,
In practice, rapid adjustments and continuous respected front-line team members to spearhead safety vendors and suppliers.
improvements based on data are essential to developing improvement efforts. These individuals, selected for
a leading change capability. Consider a large retailer their credibility and influence among peers, were given External influencers can also drive innovation and change.
embarking on a major restructuring. They use advanced comprehensive training and resources. The organization For example, industry thought leaders can help shape
analytics to monitor employee engagement and adoption also upskilled these change champions on effective nudge standards and practices, leading to innovative approaches.
rates and analyze skills data across various departments. implementation to facilitate knowledge-sharing throughout A healthcare provider partnered with academic institutions
By understanding these dynamics in real-time, the retailer the change effort. and leading researchers to develop new patient care
could quickly intervene with targeted learning opportunities models. Through their collaboration, they developed
and support where it was needed most—resulting in Overall, the organization met their key outcomes. They saw advanced care protocols, while decreasing patient recovery
smoother transitions and improved outcomes. a significant reduction in workplace incidents and greater times and increasing satisfaction rates. This approach
engagement across the organization. Employees felt more also attracted additional funding and support, accelerating
Growing networks of influencers—Approachable and involved and committed to the change, leading to a more innovation and establishing a robust framework for
knowledgeable team members are the best change cohesive and proactive approach to safety and operational future advancements.
evangelists, acting as powerful influencers and inspiring excellence. The impact also extended beyond immediate
trust and openness. Their accessible and inclusive safety improvements. It fostered a culture of continuous

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 21
 Change reinvented
The results: Higher, better, faster returns

Change is fundamentally about impact and getting new

things done. It’s about increasing productivity, cost savings
and meeting sustainability targets—while also creating better
employee experiences.

Often, despite the importance of effective change efforts,

there is a lack of understanding about which practices add the
most value and drive better results. This research sheds light
on the capabilities of continuous change, providing a clear
path for leaders to better achieve their goals.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 22
 Change reinvented
Only 16% of the 1,000 organizations However, those leaders are 2.1x more likely to report a successful
we studied stand out as leaders, change transformation and achieve higher, better, faster results:
with a high Change Capability
Quotient, indicating that they are Higher Better Faster
excelling in all six capabilities (see
Figure 5 on next page).
70 %

more likely to report

1.5 X

increase in productivity
80 %

more likely to achieve

lasting benefits growth lead successful change
transformations on

40 %
2 X
schedule

more likely to report more likely to leave

cost savings their employees feeling
Net Better Off (see Figure 6)

5 percentage points
48 %

higher annual revenue more likely to report

growth on average improvements in their
than other companies sustainability targets

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 23
 Change reinvented
Figure 5. Leaders outperform their peers across all six Figure 6. High-scoring companies are 2x more likely
capabilities, with largest gaps across Innovations. to leave their employees feeling Net Better Off.

They are 47% more

likely to report strong
relationships with them
High-scoring companies

All others

Connected with
a strong sense
of trust

They are 63% more

likely to leave their
employees feeling Healthy 2x They are 33%
more likely to
healthy and well— more likely to leave Purpose
and well report improved
physically, emotionally their employees
feeling Net engagement
and financially.
Better Off

Marketable,
future-ready
skills

Source: Accenture Research analysis based Source: Accenture Research analysis based
on Change Reinvented CxO survey, N=1000. on Change Reinvented CxO survey, N=1000.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 24
 Change reinvented
The benefits don’t end there. These leaders also report 5 percentage
points higher revenue growth on average. (see Figure 7). Based on analysis
of company forecasts, they’re also expected to widen their productivity
growth lead by 1.5x over the next two years (see Figure 8 on next page).
And as mentioned previously, they are 2.2x more likely to be one of the top
performing companies we refer to as Reinventors.

Figure 7. Average revenue growth over time

High-scoring companies

All others

Not final artwork

Source: Accenture Research analysis based on Change Reinvented CxO survey, N=1000;
S&P financial data of 551 public companies included in the sample. Data collected includes
actual reported revenues and S&P consensus forecasts through 2026.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 25
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Figure 8. Productivity Gap (top vs. bottom quartile comparisons);
Productivity Growth indexed (2017=100)

Realizing the true power of the Change Capability

Quotient lies in putting a solid foundation in place
+52pp +80pp along with the innovative capabilities needed to
productivity growth Productivity growth
gap to bottom gap to bottom quartile
catalyze higher performance. In the next section,
Top quartile
quartile by 2022 by 2026 we explore real-world examples of how combining
Bottom quartile capabilities drives impact and results.

Forecasted FY

Source: Accenture Research analysis based on Change Reinvented CxO survey, N=1000;
S&P financial data of 551 public companies included in the sample. Data collected
includes actual reported revenues and S&P consensus forecasts through 2026.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 26
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Combining capabilities
to drive constant change

27
 Change reinvented
From insight
to action
The combination of capabilities across foundations and
innovations truly unlocks the potential of continuous
change. These examples show how organizations are
leading the way—and we expect to see more along these
lines in the future.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 28
 Change reinvented
Change
Capability
Quotient Successful change has little to do with corporate descriptions of the changes on the horizon. It enables
messaging and everything to do with how things really their people to anticipate when change efforts will
Combining capabilities
work. Data drives better insight and action by shining a intensify, or hit rough spots, so they can better plan,
to unlock potential light on: navigate and set expectations.

• What leaders really do, not just what is said. Also, any organization that can unlock complex, data-
Foundations: • How people actually behave as not all guidelines driven insights about customers can take a similar
are followed. approach with their employees. Organizations can work
Purpose • The impact of systems, processes and policies to to understand what’s changing, who is affected and what
spot intended vs. unintended consequences. actions are necessary, using a combination of predictive
Value analytics and real-time engagement tools. They can then

Experience Change Capability Quotient front-runners have a act quickly if a change has negatively impacted a team or,
head start here, with 51% leveraging AI and gen AI by contrast, if team members have identified a way to help
for predictive modeling to help anticipate potential themselves or others.
Innovations: roadblocks and challenges in their change journey.7
That data helps them go beyond offering high-level
Behavioral science
Data
Influencers

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 29
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Transformation isn't a single event—it's like a wave with alternating
downturns and upturns. Initially, fear and apprehension arise, especially
with associations to uncertainty, job redundancies and generational conflicts.
It's crucial to acknowledge this phase and focus on rebuilding morale and

55
confidence. As our culture shifted, we defined a new corporate purpose,
promoting open conversations and encouraging direct communication. Using %
data was a significant step in our transformation, as it allows us to challenge
prior misconceptions. Data often dispels about 80% of opinions, leaving only
of organizations with a leading Change Capability Quotient
20% to address.
continuously monitor data related to employee needs, well-
being and engagement, and use digital technologies and
We integrated behavioral changes into our objectives, moving from hiding
tools to achieve their vision.8
problems to sharing feelings and opinions. We appointed change agents in
every department to aid adoption and introduced 'lunch and learn' sessions for
ongoing education and engagement. Recognizing people's efforts and making
them feel valued significantly helped drive change.”

—Head of Strategy, a leading automobile manufacturer, UK

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 30
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Case in Point

Moderna
Since its inception, the leaders of biotech company Now, Moderna also partners with OpenAI as it seeks
Moderna have relied on digital technologies to to use generative AI to its full potential. In 2023, they
support and grow the business. The company’s work introduced mChat, Moderna’s bespoke version of
in mRNA research is underpinned by a cloud-native ChatGPT. This tool is further driving the company’s
infrastructure. Now, their leaders have embraced AI cultural shift, with over 80% internal adoption. mChat
as a transformative force, using it to demonstrate to features include advanced analytics, image generation
team members how the latest waves of tech adoption and tailored GPTs to support various functions. These
open opportunities for accelerated therapeutic GPTs are now embedded across Moderna’s business
breakthroughs and other advantages. functions—from legal, to research, to manufacturing,
to commercial—and are purpose-built as assistants
To drive adoption, the company’s in-house AI Academy that work alongside Moderna’s employees, enhancing
curriculum is split into six tracks to accommodate their roles through personalized support. At the time
varying skill levels, including courses such as “GPT of this report, the company has deployed more than
Kickstart” and “AI Applied.” Offerings cover areas 750 GPTs, including a Dose ID GPT, to help streamline
including data visualization, machine learning operations and improve vaccine dose selection, while
algorithms, AI ethics and job-specific AI applications. prioritizing safety in late-stage clinical trials.9

Moderna gathers regular feedback and ideas directly

from their people. They host regular Ideathons, which
have engaged over 600 employees since 2022 and
generated more than 340 use cases.
Not final artwork

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 31
 Change reinvented
Change
Capability
Change is often met with resistance and skepticism. A nudge might be providing a secure space to experiment

Quotient Leaders meet resistance head-on by making a clear, value-

oriented case for change. Behavioral science is not new—
with the new technology, then acknowledging and
rewarding early adopters. Or sending friendly reminders to
but what you can do to understand and personalize change attend group meetings where people receive interactive,
Combining capabilities
is enhanced with data and AI. And using behavioral science hands-on training.
to unlock potential methods can be a key way to create tangible interventions
that move people in a new direction. By meeting team members where they are, the organization
sends the message that it’s ok to ask for support when
Foundations: Almost 60% of companies with a leading Change Capability faced with a new learning curve.
Quotient use behavioral insights to tailor action plans,
Purpose accelerating adoption.10 These insights offer ways to Ultimately, organizations with high scores are constantly
leverage individuals’ capabilities by highlighting relevant creating safe places for people to navigate change
Value opportunities for development. Creating a culture of confidently and to build trust. These organizations treat

Experience psychological safety also ensures people feel supported to change and adaptability as a core competency. People learn
experiment and learn without fear. this early in their careers and develop it as they progress
into leadership positions.
Innovations: For example, while some people might embrace a
new technology, others might be more resistant. By
Behavioral science understanding the underlying reasons for resistance
perhaps through anonymous team surveys or real-time
Data insights platforms, organizations are better equipped to
introduce ‘nudges’ to encourage adoption.
Influencers

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 Change reinvented
We emphasize how this transformation makes jobs more efficient and exciting
for our people. We show them the opportunities for upskilling to boost
their career prospects and increase job satisfaction and security. Aligning
their contributions with our organization’s strategy helps foster collective

64
responsibility and empowers everyone in our transformation journey. We have %
initiatives based on behavioral economics principles to understand workforce
behaviors and mindsets. We actively translate feedback into actionable
improvements and assess how it fosters commitment, while also examining of companies with leading Change Capability Quotient
the impact of positive reinforcement. scores leverage behavioral science and AI-powered
recommendation systems to suggest personalized change
Our emotional intelligence training program gauges employee engagement strategies for different stakeholder groups based on their
levels, helping shape our organizational culture, enhance creativity, and preferences and concerns.11
improve overall thinking. Although still in the pilot phase, these programs
show promise in transforming our culture and engagement, address friction
points and enhance cross-team collaboration.”

—Chief Technology Officer, a leading multinational bank, USA

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 Change reinvented
Case in Point

Rolls-Royce
Rolls-Royce, whose civil aerospace business is Armed with these insights, Rolls-Royce designed
a leading manufacturer of aircraft engines, was targeted communications that framed the platform
on the cusp of implementing a new cloud-based as an opportunity for personal development and
digital procurement platform just as the pandemic career advancement, not just a team obligation. This
hit in 2020. The platform was designed to simplify approach, emphasizing the personal relevance of
processes and automate tasks to create a better the changes, resonated deeply with employees. As a
user experience and enhance analytics. But business result, learning completion rates reached 92% when
benefits wouldn’t materialize if adoption rates failed the new system became fully operational, eventually
to climb above 30–40%. soaring above 95%. By linking individual benefits to
organizational goals, Rolls-Royce not only enhanced
At a time when morale was potentially low due to a system adoption but also improved overall outcomes,
recent reduction of 9,000 employees, Rolls-Royce at both personal and corporate levels.
turned to behavioral science to uncover what truly
motivated its procurement workforce. The company
formulated hypotheses based on “values analysis,”
focusing on what employees might genuinely value
and care about. Through randomized control trials,
Rolls-Royce tested these hypotheses and gathered
data on effective motivators within the organization.

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 Change reinvented
Change Building a powerful network of trusted, authentic voices
inside and outside your organization can encourage
To mobilize great influencers, start with identifying your
organization’s most respected skeptics. These are people

Capability widespread buy-in to help activate change. who have earned their stripes and have vocal questions
and concerns about change. They can become the most
We’ve seen the power of influencer networks in social enthusiastic advocates if the organization cultivates them

Quotient media—peer recommendations and advocates are often

more powerful in marketing than any other channel.
by asking for their help and being transparent, proactive
and authentic about what behaviors are needed to help
Applying the same principles to change can create powerful drive success.
Combining capabilities
advocates for change.
to unlock potential
Note: Not all influencers are internal. Strategic partnerships
Relevance is also key. Creating a change movement isn't can drive innovation through change by providing access
a one-size-fits-all proposition. Different business units, to new technologies and expanding market reach.
Foundations: functions and levels need to experience and orchestrate
change in ways that are relevant to them. Culture is Consider engaging external partners, such as customers,
Purpose fundamentally driven in a large part by the behaviors of non- vendors and suppliers to model and experiment with key
executive and other leaders in the middle of organizations. changes. They may be able to prove the value of emerging
Value
It’s important to reflect on what these influencers need to technologies—they also may offer access to networks of
Experience know, think and feel to drive the front-line change required. peers going through similar transformations. Setting the
expectation that partner input is welcome and needed on
For instance, a company might enlist a respected a change journey can accelerate its pace and improve its
Innovations: department head to promote the use of a new digital tool chances of success.
within their team, or a well-liked supervisor in customer
Behavioral science service could lead the way in adopting new communication Finally, leaders should be role models for positive
practices. Both individuals serve as authentic internal behaviors. When leaders show that they’re comfortable
Data influencers who exemplify the benefits of change and being uncomfortable, they’re demonstrating the power of
motivate others to follow suit. progress over perfection. Their behaviors will encourage
Influencers others to follow suit, helping make change a skill that
everyone wants to develop.

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 Change reinvented
We have initiated what we refer to as 'leadership stories.' These are not training

62
documents, but communication pieces designed to highlight exemplary
%
leadership practices within the company. Carefully chosen instances of excellent
leadership, such as consistent employee engagement, respect for ideas and open
communication, are shared monthly by the HR department, fostering a culture of
of companies with high Change Capability Quotient
positive leadership. This consistent storytelling approach is integral to our culture
scores prioritize identifying and onboarding authentic
change initiative, ensuring individuals are both informed and inspired by their
internal influencers to champion change, fostering team-
colleagues' positive examples.
level adoption and continuous feedback.12
Our approach to cultural change is multifaceted, including internal sharing of

12
stories from different organizational levels and learning from external experts.
These external insights add value to our internal change efforts. We collect
experiences from various levels, ensuring communication is relatable to everyone. in
Commitment, continuous support, clear communication and patience are key in
any transformation process. Top management's active participation serves as a
organizations with a leading Change Capability Quotient
powerful example, significantly influencing employee buy-in and the success of
foster a culture of trust and openness, empowering people
the journey.”
to seek guidance from influencers during times of change.13

—Vice President & CIO, multinational technology company, Greater China

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 Change reinvented
Case in Point

Lloyds Bank Postal and courier service company

Influencers can go by many names. At Lloyds, a large, A leading postal and courier service company embarked
UK-based retail bank, they’re called “catalysts.” The on a change initiative to enhance operations by
bank began tapping catalysts when leaders became implementing a state-of-the-art CRM platform across
concerned about losing valuable talent during a various departments, affecting over 5000 employees. Due
transformation effort to drive revenue growth and to diverse cultural and operational dynamics, this required a
diversification, reduce costs and strengthen capital tailored approach to effectively navigate change.
efficiency.
The company used advanced AI tools to analyze workforce
Ultimately, they found more than 6,300 people (more dynamics and identify specific enablers and barriers for
than 10% of the workforce) to serve as “catalysts” each department. Then, influencers within the company
across the business, sharing their experiences and played a crucial role in facilitating the transition.
building support for the change effort. These individuals
emerged from a wide variety of roles and levels within They upskilled over 100 key stakeholders, including
the organization, characterized by their boldness and program leaders and change champions, in effective
courage. They embody the company's values in their nudge techniques. The training helped foster a culture of
actions and decisions, and they challenge any behaviors collaborative knowledge-sharing, ensuring a smoother
or decisions that deviate from the organizational transition and empowering employees to adapt to new
purpose. They are also proactive about asking for help, dynamics—and a more integrated and efficient operation
for themselves and others. Moreover, they empower across all levels.14
those around them to do the same, fostering a culture of
accountability and continuous improvement.

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 Change reinvented
The link between change,
competency and performance

38
 Change reinvented
Overcoming
obstacles to change
What gets in the way of successful change?
We tend to like things the way they are. There’s comfort in business as
usual, and—even among leaders—change is perceived to be hard.

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 Change reinvented
Identifying the obstacles
Common obstacles on any change journey tend to fall between the insights needed to
justify change and the actions needed to put it into practice. Areas to focus on include:

Understanding: Some individuals understand the understand customer sentiment in great detail
necessity and implications of changes–others and closely track how their brand messages
don’t. For example, managers are twice as likely as are received. Bringing the same discipline to
the C-suite to think change is happening too fast. measuring messages between leaders and
For the organization to move forward as one, all employees is key.
need to agree on where the change is heading.
Role modeling: People need to see leaders
Trust: Trust equals engagement. And the need practicing what they preach. When leaders model
is felt all around the organization. Only 25% new behaviors, they are more likely to increase
of leaders believe their teams are prepared to confidence for everyone to do the same.
embrace change, while only 42% of employees
are confident in their own capabilities in the face Overcoming these obstacles isn't just about
of change. keeping up—it's about using change to get
ahead. Engaging and developing the people and
Data: If you don’t know how people are teams involved is key—as well as combining the
responding to messages on how to change, you’re capabilities of successful, continuous change.
a step behind before you even begin. The data
here is crucial. Many organizations know and

Source: Accenture Research analysis based

on Change Reinvented CxO survey, N=1000.

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 Change reinvented
Key actions to create better results for
your organization and people

41
 Change reinvented
How leaders lead is critical
to continuous, meaningful,
successful change
Leadership is fundamentally about changing culture and activating
strategy. It’s also about one key outcome: leadership involves creating
the right conditions for others to implement strategic changes. It's
about determining what we want tomorrow to look like and setting the
stage to make that vision of tomorrow a reality.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 42
 Change reinvented
Leading change extends beyond messaging—it requires consistently demonstrating and
reinforcing the mindsets and behaviors that will create a future that is different from today. This
demands understanding how colleagues perceive and engage with their work and each other.

C-suite leaders should focus on key actions and answers to questions including:

Know your desired strategic change See beyond Measure your

and identify the cultural characteristics the barriers. current culture.
that will enable the future.
How will leaders need to act? What mindsets and What does success look like? Build the capabilities, skills, Do the mindsets, behaviors, ways of working,
behaviors will we need to embrace? What will we mindsets and behaviors that will create your desired future. physical spaces, artifacts and symbols of your
need to stop tolerating? What formal and informal Ensure that embracing change as a core competency and the culture drive you closer to your desired future
networks can you leverage? ability to articulate a future that is different from today are part of state, or do they risk getting in the way of that
how you select, assess, develop and promote leaders. Encourage future? Use a blend of quantitative and qualitative
leaders to experiment in service of growing new behaviors. And measures to get to the real story of today and the
be sure to balance delivering for the business with imagining the possible barriers to tomorrow.
business for tomorrow—and bringing it to life.

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 Change reinvented
Transforming leadership
to drive successful change

The eight leaders of a consumer packaged goods Additionally, the company encouraged leaders to a resilient organizational structure. And trust and
company set out on a significant change project. implement similar practices within their teams. transparency in operations improved, enhancing job
However, two leaders dominated the decision-making Leaders began delegating tasks, establishing satisfaction and team performance.
process, making the others feel as though they lacked bi-weekly check-ins to monitor progress and
ownership. In response, the company initiated a encouraging team members to take on more This 30-day challenge transformed the company’s
30-day leadership challenge to foster buy-in at the responsibilities. This approach not only reduced the leadership dynamics, promoted collaborative
leadership level and engage their teams throughout leaders' workloads, it also built trust, empowered their and inclusive practices that benefited the entire
the organization. teams and improved transparency. organization, and set them up to successfully navigate
the continuous changes to come.
The challenge required leaders to rotate the role of The results were significant. Leaders who had been
meeting facilitator during leadership team meetings, previously sidelined became active contributors,
democratizing influence over the agenda and enriching discussions and decision-making with
discussions. This encouraged diverse viewpoints, more diverse perspectives. The increased delegation led to
open discussions and shared decision-making. more accountable and empowered teams, fostering

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 44
 Change reinvented
It's time to reinvent change

45
 Change reinvented
Done well, continuous change is a constant positive—a source of
growth and resilience, motivation and new human potential.
The Change Capability Quotient provides a blueprint for
continuous, meaningful, successful change. It is based on new
research that codifies practices and links maturity of practice
to results—for both organizations and employees. And it points
the way to joining the Reinventors, those organizations which
demonstrate the strongest capability to continuously reinvent,
with change embedded as a core competency.
The power to become reinvention ready is in all our hands.

Let’s reinvent change.

Continuous change is the new reality | We see—and feel—change all around us | The Change Capability Quotient | From insight to action | Overcoming obstacles to change | How leaders lead is critical | Let’s reinvent change 46
Acknowledgements About the Research
Thought leadership lead: Laurie Henneborn In our exploratory research, Accenture Research adopted a Based on the recurring themes and interrelationships
rigorous approach to uncover the key drivers of successful observed in the data, we finally clustered the practices into
Research lead: Mamta Kapur organizational change and identify common pain-points. six distinct capabilities.

Strategic leads: Elena Pienkowski, Pete Choo This included conducting a thorough literature review and To validate the 99 practices, Accenture Research
creating an AI-powered virtual focus group, with global conducted a survey of 1,000 C-suite executives and
Research & editorial Team: Nicole D’Agostino, change experts to gather diverse perspectives on the 5,000 workers across the same set of 1,000 companies in
Ranjan Ramdas, Abira Sathiyanathan, dynamics of change. October–November 2023. Respondents were asked about
Dorota Kapkowska, Prerna Majumdar, their organization’s approach to business transformation
Regina Maruca, Meredith Trimble, Sarah E. Schofield To augment our findings, we also analyzed longitudinal and reinvention strategy, as well as about their specific
data from the Accenture Transformation GPS (TGPS). programs and success factors. We conducted the
Developed over 26 years of research and experience, TGPS surveys in 17 countries: Australia, Brazil, Canada, China,
is an advanced analytics system with data across 400 France, Germany, India, Ireland, Italy, Japan, Netherlands,
companies, 1500 survey cycles and more than 3 million Singapore, Spain, Sweden, Switzerland, United Kingdom
individual responses across 25 industries and 95 countries. and the United States.
In addition, we analyzed earnings call transcripts to
determine how the dialogue around change has evolved, as Respondents represented 14 industries: Automotive;
well as the direction in which it is headed. Banking; Capital Markets; Communications, Media and
Entertainment; Consumer Goods and Services; Energy;
We integrated insights from expert interviews and TGPS Health; Insurance; Natural Resources; Pharmaceutical, Bio-
analysis to identify 99 critical change practices. We then Tech and Life Sciences; Public Service; Retail; Software;
organized these practices into coherent categories using Platforms and Utilities.
thematic analysis and open-ended coding techniques.
We also conducted interviews with more than 140 responses from their respective sections of the CxO survey. References
change experts, C-suite leaders and workers (managers The three foundation scores are then averaged together
to frontline) whose companies are currently undergoing (equally weighted) for a final score from 0 to 100. 1. For the purpose of this study, “organizational change”
major organizational transformations. These interviews entails transitioning from the current state to a desired
future state, aiming to achieve organizational success
were instrumental in mapping the change journey, as we The innovations—composed of Data, Behavioral and by preparing, equipping and supporting individuals
delved into individuals' experiences, perspectives, as well Influencers—are a measurement of companies’ investments and teams.This transformation results in mindset
as the opportunities and challenges they encountered. and capabilities in innovative approaches to change shifts, changes in behaviors and new ways of working.
We specifically focus on transformational changes,
We utilized AI tools like GPT-4 to analyze interview transformations. To capture companies that are innovating which are extensive in scale and scope, involving
transcripts, extracting key themes and iteratively refining at scale, each capability of the strategic levers has their significant shifts in organizational strategy, structure
the outputs. Further, we applied the COM-B model for respective score calculated from the frequency of top-box and processes. Examples include operating model
transformations and cultural shifts.
behavior change to deepen our understanding of worker responses specific to the capability. The three capability
2. Reinventing Change CxO survey, N=1000
psyche and mindsets, enhancing our ability to interpret and scores are then averaged together (equally weighted) for a
3. Work, Workforce, Workers: Reinvented in the age of
contextualize the interview findings. final score of 0 to 100. generative AI, Accenture report 2024
4. Reinventing Change CxO survey, N=1000
As noted, the Change Capability Quotient is powered by The final result is the Change Capability Quotient, ranging 5. Reinvention in the Age of Generative AI | Report |
three foundations (Purpose, Value and Experience) and from 0 to 100, determined by a combination of foundations’ Accenture
three innovations (Data, Behavioral and Influencers). These scores and innovations' scores, after assigning relative 6. Accenture research analysis of CxO data (N=1000)
six capabilities work together to align change initiatives weights to them. The final score is derived from 99 7. Reinventing Change CxO survey, N=1000
with the organization’s goals and values. questions in the CxO survey, encompassing both change 8. Reinventing Change CxO survey, N=1000
and innovation capabilities and execution. 9. https://www.forbes.com/sites/randybean/2024/03/25/
The foundations score is on a scale of 0 to 100, based on how-moderna-is-embracing-data--ai-to-transform-
drug-discovery/?sh=2d51a779fed6; moderna-digital-
the extent of implementation of three capabilities (Purpose, investor-event-transcript-11-8-23.pdf
Value, Experience). Each of the three foundations has their 10. Accenture research analysis of CxO data (N=1000)
own respective scores as a result of averaging the question 11. Reinventing Change CxO survey, N=1000
12. Reinventing Change CxO survey, N=1000
13. Reinventing Change CxO survey, N=1000
14. Lloyds Bank Sustainability Report 2023.
About Accenture About Accenture Research
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people serving clients in more than 120 countries. Technology is at the year. Our thought-provoking research developed with world-leading
core of change today, and we are one of the world’s leaders in helping organizations helps our clients embrace change, create value and deliver
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