Unfreezing the "frozen middle" - the critical need to manage change during your digital transformation

The biggest challenge in driving digital transformation is facing the dreaded “frozen middle” – the apathetic or disengaged middle management of your organisation. This is where most organisations get stuck on their change management journey.

In fact, 70% of all projects get stuck when hitting the change management phase of the programme.

There are a number of ways to unfreeze the “frozen middle” to drive your digital change. In fact, there are a several great choices in change management models that can help. Of course, the choice you and your organisation makes will depend on a variety of factors, including the specific goals of the transformation, the culture, and the skills and capabilities of its leaders and employees. However, some of the most useful change management models that are commonly used for driving digital transformation are:

Kotter's 8-Step Change Model: This model, developed by John Kotter, a Harvard Business School professor, emphasizes the importance of creating a sense of urgency, building a coalition, and creating a vision for change. It also emphasizes the need to communicate the vision, empower others to act on it, create short-term wins, and consolidate gains and produce more change. Critics of this model argue that it can be too prescriptive and may not be flexible enough to adapt to the unique circumstances of each change situation. Some also argue that the model does not place enough emphasis on the importance of ongoing communication and employee engagement during the change process. This model provides a clear and straightforward framework for leading change initiatives. It places a strong emphasis on creating a sense of urgency, building a coalition, and communicating the vision for change. This can help leaders to overcome resistance to change and engage stakeholders in the change process.

ADKAR Model: This model, developed by Jeff Hiatt, focuses on the individual level of change and emphasizes the need to raise awareness of the need for change, develop knowledge and skills, establish desire to support the change, and reinforce the change to make it stick. Some critics argue that this model is too focused on individual-level change and may not be effective in addressing larger organizational change. Additionally, the model assumes that change can be accomplished through a linear and sequential process, which may not always be the case in real-world change initiatives.?This model focuses on individual-level change and is designed to help individuals overcome the psychological barriers to change. It provides a clear roadmap for change and can be used to measure progress and evaluate the success of change initiatives.

Bridges' Transition Model: This model, developed by William Bridges, highlights the importance of understanding and managing the emotional and psychological aspects of change. It emphasizes the need to let go of the old ways of doing things, develop a new vision, and create a plan to implement the change. Some argue that this model can be too slow and lacks a clear action plan for driving change. It may also be difficult to quantify and measure the success of change initiatives that are driven by the model. This model provides a holistic and inclusive approach to change that addresses the emotional and psychological aspects of change. It emphasizes the importance of understanding the personal impact of change on individuals and can help leaders to create a more positive and supportive environment for change.

Action Research Model: This model, developed by Kurt Lewin, emphasizes the importance of a cyclical process of planning, acting, observing, and reflecting to drive change. It is a collaborative and participatory approach that involves stakeholders in the change process. While this model emphasizes collaboration and participation, it can also lead to slow and indecisive decision-making. Additionally, the model assumes that everyone involved in the change process has the same level of expertise and understanding, which may not be the case in real-world situations. This model emphasizes collaboration and participation, which can help to build support and ownership for change initiatives. It also encourages continuous improvement and can help organizations to remain flexible and adaptable in the face of change.

Each of these models has its own strengths and can be effective in different circumstances. The best approach for a particular organisation will depend on a variety of factors. Ultimately, a combination of different models and approaches may be necessary to drive successful and sustainable change in your organisation.

Good luck driving your digital transformation!