Change Management Begins with Recognising What Needs to Change

In a previous article on recognising the need for change, we explored the signals of change: where they come from, how to spot them early, and why timing matters. This time, we step back to look at the bigger picture. 

Recognition is not just a technical exercise of scanning for signals; it is the foundation of effective change management. Too often, leaders rush into projects, structures, or communication plans without first pausing to ask: are we even addressing the right need? 

The reality is simple, yet uncomfortable. Getting recognition right sets the direction for everything that follows. Getting it wrong makes every step that comes after slower, costlier, and more disruptive. 

Why Recognising Change Matters 

Change managers, whether executives, middle managers, or consultants, must excel in two areas: 

1. Recognising when and where change is required. 

2. Acting in ways that secure meaningful transformation. 

Failure at the first step makes the second impossible. No strategy or execution plan can succeed if the underlying problem is misunderstood. Correctly identifying the need for change establishes direction, creates clarity, and aligns the organisation both internally and externally. 

Why It Is Not Easy 

Getting it right is rarely simple. Today’s business environment is volatile and complex: 

• Markets shift overnight. Competitors disrupt industries faster than ever. 

• Regulations evolve constantly. Policy shifts create uncertainty. 

• Technology advances rapidly. Tools such as AI and automation reshape business models. 

Human dynamics add further difficulty. Leaders are not neutral observers. They bring biases, assumptions, and expectations that shape how they interpret signals. Urgent issues often prove to be noise, while the real drivers of change remain hidden.  Many change agents underestimate these dynamics and fail to act with the foresight required. 

The Cost of Getting It Wrong 

The consequences of misidentifying change are not minor; they are costly. 

• Financial Cost: Failed initiatives drain budgets and divert resources from areas that truly matter. 

• Cultural Cost: Employees lose trust when leaders push unnecessary or poorly targeted change. Morale declines and resistance intensifies. 

• Strategic Cost: While attention is directed at the wrong issues, genuine opportunities slip away and competitors move ahead. 

Getting the first step wrong creates a ripple effect that undermines every subsequent action. 

Competence Every Change Manager Needs 

Effective change managers develop the discipline to look beyond the obvious. They: 

• Step back and observe. This includes their own behaviours as well as the reactions of others. 

• Identify critical junctures and patterns. These may be difficult to detect, yet they hold the key to understanding what truly drives outcomes. 

• Explore alternative paths. Instead of clinging to a single solution, they remain adaptive and prepared to shift as new information emerges. 

Recognising the need for change may not be glamorous, yet it is the foundation of every successful transformation. Leaders who take the time to pause, listen, and examine what is truly happening position themselves to act with clarity and control.  Getting it right provides direction, momentum, and alignment. Getting it wrong comes at too high a cost; financially, culturally, and strategically. 

At Alvigor, we believe the first step in change management defines the rest of the journey. In change, as in leadership, the opening move is everything. 

👉 If your organisation is navigating change, let’s start the conversation. Reach out to us to explore what the right first step could look like for you. 

Book a Change Management Session