23 ways to express your Human Potential

Over the past months I have shared little stories to highlight the human qualities that I deeply appreciate in the people I work with. Each of these stories represents one dimension, or “brick” of the Human Potential House illustrated below. Brought together, this framework is a powerful map for any individual, team or organization committed to expressing its full potential.

Furthermore, with the Human Potential Assessment we are able to measure the extent to which these essential human qualities are expressed at a given point in time. Mirroring this back to our clients leads to deeply insightful conversations and profound clarity on the interventions that foster a greater sense of purpose, meaning , fulfillment and impact in both work and life.

Thank to all the friends and colleagues who inspired me with this initiative: Marco Angelini, Peter Leong, Marie Josee Smulders, Sujith Ravindran, Fabio Salvadori, Annelieke Verkerk, Vanessa Jane Smith, Geoff Swannell, Mathew Cherian, Rodrigo Martínez Romero, Laura Saldivar Luna, Nathalie Bayol, Kannan Swaminathan, Luca Salvini, Harmen van Dijk, Michael J. Dawkins, Hughes Mileng, Shraddha Patel



It takes courage to go on a journey of self-discovery. More often than not it reveals aspects of ourselves that are misaligned with our current life choices. It takes a whole other level of courage to then follow through on these new “revelations” and realign our lives accordingly.

When we live our lives with such a high level of integrity some doors will close. We might feel alone and misunderstood but eventually it will reveal new opportunities that we couldn’t have imagined before.

Who do you know that is unwilling to compromise on their values and ready to assume the consequences? Feel free to tag them in the comments below!

2 people stand out when I think of the Interpersonal Awareness dimension of the Human Potential House: Nathalie Bayol and Kannan Swaminathan.

Both have the unique ability to read into situations, understand the other person’s perspective and respond with patience and care.

As somebody who can be a bit impulsive at times, I have learned a lot from you and continue to be inspired by your high level of interpersonal maturity.

Our capacity to grow and realize our potential is often a function of the people we surround ourselves with. The more supportive they are, the more likely we are to stretch into new territory.

It gets a bit tricky when our desire to “support” gets mixed up with our own projections of what we believe is right for the people we love. I find this tension especially present when it comes to our children. At what point is “parental guidance” no longer needed? At what point can we simply show up as a friend who listens and unconditionally supports the self discovery process?

For me, that moment came last Friday when my son turned 18. This is an extract of the message I shared to show my commitment to evolve and expand my relationship with him:

As you step into 18, Another layer of life comes into being, Keep exploring, keep discovering, Finding novelty in the open land, And wonder in a grain of sand. I wish the world I send you off into was in better shape, Your future isn’t handed to you on a silver plate, But because of who you’ve become, I know for sure it’s not too late.

Just remember, When you look carefully through the clutter, What remains, Is pure beauty and wonder. Although my job as father is slowly coming to an end, I want you to know, That I will always be here for you, As a friend

For many of us it’s been another year of “holding space” in the eye of the COVID storm. But unlike 2020, where this global phenomenon seemed to bring us together in our shared humanity, 2021 was more divisive.

Either we followed the science or we believed in a conspiracy, either we did the right thing for the collective good or we were inconsiderate and dangerous, either we were vaccinated or not.

In 2021, everything appeared to be black and white, leaving little space for open, constructive dialogue. In our desire to return to “normal” we have allowed the allure of a quick fix to narrow the conversation and momentarily distract us from the bigger issues we should be putting our attention on.

As we get ready to enter the new year, which conversations do you think we should prioritize in 2022 to grow in our #societalawareness?

Every morning Fabio Salvadori sits down with a blank sheet of paper and writes. In these 30 mins he expresses whatever is moving inside of him at that moment and then shares his insight with the world.

What I find most beautiful about his writing is that it almost always comes down to a shift in his own thinking. He offers fresh perspectives on common challenges – like a morning yoga session for mind & spirit.

These “Daily Apples” as he likes to call them are at the core of the self-development process and, in doing so, they reveal the leader within.


As children, PLAY is part of our natural state of being. Then, somewhere along the way, we lose touch with this innocence and wonder that so easily fills our life with joy.

That’s why it’s so special when we come across individuals who, irrespective their age, keep this youthful flame alive in all aspects of their life.

Geoff Swannell is one of these beautiful people. Thank you Geoff for your playful presence that makes our collaborations such joyful, creative experiences.

Thank you Marco Angelini for so beautifully bringing to life the 23 dimensions of the Human Potential House.

Today I present “Curiosity”: the ability to look at the world with fresh eyes. How much of this quality is being expressed in your life today & in what way does it unleash potential?

Personally, I’ve been working on seeing the world through the eyes of my 18 year old son. Whenever I manage to do this, it builds connection, compassion and respect.

When Vanessa Jane Smith stands in front of a large, blank sheet of paper, and gets ready to draw the essence of a conversation that is about to unfold in a group, she switches off her mind, takes a deep breath and surrenders to the unknown. The moment her crayons make contact with this empty canvas, a magical flow takes over.

I have been fortunate to witness on many occasions this deep trust that she has in the collective space. Her presence awakens generative conversations and the visual story that emerges becomes the mirror through which the group (re)discovers their own brilliance.

This dimension of the Human Potential House brings to mind a mountain or solid oak tree. No matter how turbulent the external conditions are, it remains firmly grounded and centered at the core.

This same quality is what many of us value about our friend Sujith Ravindran. His steadfast acceptance of “what is” brings a sense of calm, trust and freedom to those around him.

Thank you Sujith for being such a wonderful example of Being in Flow.

I came across a cartoon this morning that beautifully illustrates the Open to New Possibilities dimension of the Human Potential House:

One person asks: “Aren’t you terrified of what 2022 could be like? Everything is so messed up…”

The other person (who is working in his garden) responds: “I think it will bring flowers. WHY you ask? Because I’m planting flowers”!

Hughes Mileng is an expansive and holistic thinker who helps us see the world through new light. What appears broken to most of us, Hughes sees as whole.

For example, he refuses to label his home country Papua New Guinea as a developing nation. By looking beyond limiting measures like GDP, Hughes is able to shine light on the intangible value of culture, beauty and the generous people of his beloved land. He brings this same abundant spirit to the people and the organizations that he serves.


Luca Salvini has opened my eyes to the power of “open-source”. This is the principle that everything created by a community is openly available for everyone to use, modify and further build upon. I have come to appreciate how this abundant approach to collaboration not only unlocks greater creativity and innovation but is also the key to multiplying the impact of an initiative.

Thank you Luca for being such a great role model for me to learn from. Your many contributions continue to nourish the collective BEING at Full Potential ecosystem.

“Doing from Being” is the dimension of the Human Potential House that looks at how much of our true potential is being expressed in our day-to-day life.

To illustrate this aspect of the Being at Full Potential framework, I share with you the story of how these cards were created.

One of our Italian Human Potential Coaches, Marco Angelini, saw an opportunity to support his clients by providing gentle reminders throughout the day of the dimensions they have chosen to work on.

He took the initiative to express his creativity and bring to life this deck of cards so his clients can print them out to stick them on their fridge or use them as a background image on their phone. In this way their self development intentions are kept top of mind throughout the day.

Thank you Marco Angelini for being such a great example of “Doing from Being”!

Trust in oneself and trust in the possibilities we know exist, but haven’t yet manifested, is such a critical part of human potential realization, which is why this dimension sits right at the center of the Human Potential House.

I will always remember the first time Laura Saldivar Luna reached out to us sharing her bold vision, one in which she imagines a world where ALL children have the opportunity to thrive in their education.

She deeply trusts in the role her organization can play to create these system level changes, but also recognizes that these changes first need to be fully embodied by herself and the teams she works with.

In looking for the right partner to support her in this work, she once again trusted her intuition, which opened the door to a collaboration with BEING at Full Potential. Our work together was a great launchpad for her daring vision but the really hard work starts when the day-to-day reality sets in.

This is when the “new” and the “old” collide and our inner trust is really put to the test. It’s her commitment to continue nurturing this vision while compassionately navigating the organizational constraints, that really distinguishes her as a leader.

When we are able to hold a challenging situation long enough – to simply be with it free of judgement and listen to it with an open heart – we start to get a glimpse of the gifts hidden beneath the surface. This is the essence of “Gratitude” as defined in the Human Potential House.

It’s also one of the unique gifts that Harmen van Dijk brings to the BEING at Full Potential community. Thank you Harmen for fearlessly bringing attention to the deeper conversations that unlock new awareness and potential, and remind us of the abundance all around us.

When I met Marie Josee Smulders 8 years ago, she came to me and confidently stated: “Mark, you have a pure heart. It’s time to step out of the shadows and radiate the full gift that you are.” She was seeing potential in me that at the time I could not fully grasp.

However, Marie Josee Smulders doesn’t easily give up. Her gentle, and sometimes not so gentle, reminders would always be the push that I needed to take the next step on my journey. Anyone who knows Marie Josee Smulders will surely agree that seeing potential in others and relentlessly acknowledging it until it manifests, is one of the great gifts she brings to the world.

Mathew Cherian has been one of the most loyal and trusted advisors in building the technical platform for BEING at Full Potential. I have always known him to be abundantly generous with his time, expertise and friendship. Admittedly, there have been moments when, through my narrow lens, I felt he was giving more than receiving.

However, I realize now that this unique quality that he embodies comes from a deep trust in the natural flow of giving and receiving. Mathew holds a much more expansive expression of generosity – one where the pure joy of being in service and making a meaningful difference is in itself a compelling reason to offer his gifts.


This one goes out to Peter Leong. Your dedication to putting your wealth of experience and knowledge, as well as your generous heart, in service of the greater good is a gift to all of us.

Thank you for being such an inspiring friend and partner in this work. Thank you for so fully expressing this important dimension of the Human Potential House.

Rodrigo Martínez Romero is a natural connector who experiences the world as a unified web of interconnected relationships. He not only senses into the potential across different groups of people and projects , but he’s also a master at connecting the dots of his own rich life experience.

This deep integration of who he is with what he does has given birth to the Spiritual Politics Lab, a Training & Research Center for Innovation on Political Leadership Education. In this work he brings together an international community of changemakers who take on social challenges from the healing strength of love and a rich inner life connected to purpose and meaning.

Perhaps there is something in you yearning to be part of a larger movement of social healing & transformation? You can connect with Rodrigo Martínez Romero to find out more.

“Youth are a window into the future. Allowing ourselves to be led by them.”

Thank you Shraddha Patel for this profound expression of #compassion. It is a testimony of the deep heart connection you have with the younger generation.

You naturally see the world from their perspective and sense into the wisdom that is already there. From this standpoint, to “be in service” simply means allowing them to lead the way.

In this fast-paced, hyper connected world it has become even more important to create space for reflection and self care. This is the essence of the Harmony dimension of the Human Potential House.

When it comes to self care, there is no one-size-fits-all. Working with Michael J. Dawkins and the ph360/Shae program I am discovering the power of a personalized approach. Understanding my unique body type and genetic make up not only determines which kinds of food and exercise are most in sync with my system but it also gives me great insight how to respect and harness my natural energy flows.

This has opened up a new world for me and I am seeing the tangible benefits of a more individualized approach to self care. Please connect with Michael J. Dawkins or Michiel Schuurman if you would like to know more.

When I started this challenge to infuse more life into the 23 dimensions of the human Potential House,

  • I did not know if I would have the discipline to carry this out to the end,
  • I did not know where the inspiration for these 23 stories would come from,
  • I did not know if anyone would be paying attention.

But I did enter into this exercise with some awareness of what was in my control and what wasn’t. The more I focused on the process instead of the outcome, the more it started to flow. It still takes time to craft these personal stories in a way that is relevant to a broader audience but it’s deeply fulfilling and helps me further embody the essence of BEING at Full Potential.

Annelieke Verkerk embodies the essence of the “Living My Calling” dimension of the Human Potential House.

I remember the first time we met back in 2017 when she clearly articulated:

  • Why she felt drawn to BEING at Full Potential
  • How she saw it evolving in the future
  • The unique role she could play in helping us take the next step.

This unwavering commitment to Living her Calling and championing human potential has led to breakthroughs on multiple fronts: training programs, facilitation techniques, product development, community building and much more.

Thank you Annelieke Verkerk for the generous collaboration these past years. May it continue to grow and expand well into the future.


Reflections on 2021

To set the tone at the beginning of 2021 I picked the card: “Holding space in the eye of the storm” (from the Be the Change card deck of Vanessa Jane Smith). In the description it says: “Breathe and stay right here! Sink your feet into the ground and hold a big generous solid space for all of this to whirl around you”.

For many of us it’s been another year of holding space in the eye of the COVID storm. But unlike 2020, where this global phenomenon seemed to bring us together in our shared humanity, 2021 was more divisive. Either we followed the science or we believed in a conspiracy, either we did the right thing for the collective good or we were inconsiderate and dangerous, either we were vaccinated or not.

In 2021, everything appeared to be black and white, leaving little space for open, constructive dialogue. In our desire to return to “normal” we have allowed the allure of a quick fix to narrow the conversation and momentarily distract us from the bigger issues we should be putting our attention on.

For example, what if Covid was inviting us to deepen the relationship with our body and soul so we can better care for it and activate our natural healing capabilities? What if Covid was inviting us to slow down, simplify our lives and spend more quality time with our loved ones? What if Covid was there so we can more easily see the uncomfortable reality of substance abuse, homelessness, depression, suicide… and recognize that these can only be addressed when we collectively meet them with more care, compassion and love. As the year winds down, I feel we are being invited to step into a next level of collective maturity.

Looking through the lens of the Being at Full Potential maturity model, I can see how we have been journeying in a closed loop between fear-based and reason-based consciousness. Understandably, all the uncertainty about the virus and new variants has triggered a fear response, which in turn has divided us into tribes united in our shared beliefs (feel good-based consciousness) and led to a linear problem-solution response with mass deployment of the vaccine (reason-based consciousness).

I am convinced that as we step into 2022, this vicious cycle can be broken open to allow more wisdom-based consciousness to permeate the conversation. There are some beautiful examples of this happening already like in the following interview between Freddie Sayers and Paul Kingsnorth:


One part of their conversation stands out as being particularly relevant for Being at Full Potential in 2022.

“This virus, and our reaction to it has revealed a great spiritual void in our culture but we don’t know how to talk about it and explore what’s going on under the surface. This is what I mean about Covid being a revelation, showing us this spiritual void at the heart of our culture. We don’t even know how to talk about it yet, so we end up arguing about the science. Instead, we should be asking: what is the higher value of our society, what is the purpose of being here, what kind of culture do we want to live in? These are debates nobody can agree on, even in the best of times, but they need to be discussed. We need to learn to talk again on that almost mythic or spiritual level. We must use this as an opportunity to raise the debate, and do it with kindness, trying to listen to each other’s fears”.

I believe Being at Full Potential has a role to play in holding space for these deeper dialogues. For many years now we have been practicing the standards of: allowing, being fully human, and deep listening. This is how we nurture transformational spaces for our clients to discover their own breakthroughs. Now is the time to expand this rich being space to also include the important conversations we are yearning to have at a societal level.

Therefore, from January onward we will be offering an open & inclusive “Being Circle” around the theme: Transformational power of Covid. This will be a space where anyone, irrespective of their beliefs, can show up so that together we can heal the divides and discover new ways forward. During these sessions, there are only 3 standards we ask you to uphold. If we can agree on these then I am certain that collectively we can raise the conversation and reground ourselves in the deeper purpose of our existence.

  1. Honor your own truth
  2. Honor each other’s truth
  3. Honor the truth that lies in between

Contact us if you are interested to join.

3 steps to embedding the cultural dimension in the M&A due diligence process

When thinking about due diligence in the context of Mergers & Acquisitions (M&A’s), most of the emphasis is on the financial, IP and legal aspects of the deal. Interestingly, the cultural dimension, which is well understood to be the key success factor in creating the valuable synergies in M&A deals is rarely an integral part of the due diligence process. As a result, synergies are always promised, but rarely delivered.

The following data points from Deloitte clearly show that a more proactive approach to predicting and managing the cultural dimension is key to unlocking the full potential of M&A deals. This makes sense, since the most important asset of any business today is its people and the shared values & beliefs that help them work towards a common goal. According to a recent survey by the National Bureau of Economic Research, nine out of 10 CEOs believe that a strong set of values and beliefs will increase their company’s business value and performance.

Isn’t it fascinating how readily we accept the gap between what we know and what we do? Even more so when it comes to things like human emotions, that are much more difficult to “understand, control and measure” than the financial or legal aspects of a business? Not surprisingly, we observe the same dilemma in the context of change initiatives. We know that 70% of them fail to deliver because we are reluctant to address the human mindset changes that need to accompany any transformation project.

At Being at Full Potential we have made it our life’s work to bring more visibility and action-ability to the deeper, human and cultural dimensions of an organization so that it becomes easier to work with in the context of these important strategic initiatives (for example, M&A deals, digital transformation projects and re-organization).

As thought leaders and practitioners in the “soft side of business”, we invite you to reflect (and act) on the following three steps that we have seen proactively embedded into a human first, cultural dimension in the M&A due diligence process with outstanding results.

1. Reframe how we think about cultural integration: Consider cultural maturity before cultural fit as a catalyst for positive and sustainable integration.

On the rare occasion when culture is proactively brought into the due diligence equation, we typically approach it from a “fit” perspective. In other words, we use tools that measure the cultural attributes and leadership paradigms of both organizations and look at how closely they overlap. We assume that the more aligned they are, the smoother the integration process will be and the easier it will be to create value. For example McKinsey’s Organizational Health Index (OHI) or the Merger Compatibility Assessment from the Barrett Values Center.

This, however, only tells part of the story, and often leads to overlooking the true synergy potential of two organizations coming together. Let’s consider marriage as a metaphor for M&A. No doubt that the most successful unions have some underlying values in common. Equally important though is the extent to which the couple respects and values each other’s differences and gives space to each other to fully be themselves. In this way it becomes easier to accept and constructively work through the inevitable challenges that arise once the honeymoon period is over.

Kahil Gibran describes it beautifully in The Prophet. This is what he says about marriage: “Fill each other’s cup but drink not from one cup. Give one another of your bread but eat not from the same loaf. Sing and dance together and be joyous, but let each one of you be alone, even as the strings of a lute are alone though they quiver with the same music”.

This may sound “soft” and idealistic. The reality we observe though, as Generation Y and Z grow into more strategic, leadership and executive roles, is one where this level of Human-first forethought – almost symbiosis- will not only differentiate companies, but also give them a competitive advantage.

In this symbiotic relationship then, acknowledging, respecting and understanding each other’s differences is the key to collaboration, and hence, unlocking synergies. It’s also the sign of a highly mature organization, which suggests that maturity, rather than fit, is what we should be striving for when evaluating the potential of M&A deals.

2. Understanding and assessing organizational maturity: What gets measured, gets done!

The Being at Full Potential Maturity Index is a robust way to measure where both individuals and organizations are on the maturity spectrum, and predicts how people are likely to behave in M&A situations.

For example, an organization that is in the “Feel-Good based maturity” (See below table – Orange) will prioritize a sense of belonging. This translates into policies that ensure a higher level of conformity with guidelines that show how the employee should behave in solving problems or handling relationships with peers, managers, leaders and customers. The “feel good factor” generally overrides personal freedom, creativity and identity.

At this level of maturity it will be very challenging to embrace the diversity in thinking inherent in M&A deals. Instead the tendency will be for the acquiring company to impose their culture (or ways of doing things) on the acquired organization.

On the other hand, an organization operating in the Purpose-Based maturity (Blue) prioritizes:

  • Honest and authentic conversations
  • Feeling empowered and sense of ownership
  • Closer collaboration
  • Intuition in decision making
  • Higher tolerance for risk taking
  • Learning from mistakes
  • Personal development is a priority

At this higher level of maturity it is easy to see how diversity in thinking becomes a key strength to leverage and further stimulate creativity and innovation.

The following table summarizes the 5 stages of organizational maturity, the behaviors we can expect at each stage and predicts the likelihood a M&A deal will create value for its stakeholders.

3. Bridging finance and culture: 6 human-centric measures to unleash value

M&A’s will inevitably increase the natural tension that already exists between finance and culture. The desire to drive up profitability in the short term (especially in target assets preparing for IPO/Sale) often comes at a high cost to the people. This “debt”, often unwittingly inherited by the acquiring company, always needs paying. As a result, it’s common to see morale drop, good people leave and short and long term value erode.

Finance typically has the upper hand in the M&A context, not necessarily because it’s more important, but because hard numbers are easier to measure and control and this is the prevailing western corporate narrative. In this way, the divide between the mind of a business and its heart is further torn apart. Measures like employee engagement or customer satisfaction try to bridge the gap but don’t reveal much about the underlying mindsets that form the basis of culture. Nor are they improving YoY as Forrester and Gallup reports clearly show, despite heavy focus and investment.

On the other hand, cultural dimensions like psychological safety, purpose, integrity and trust are great predictors of a healthy culture but can feel too far removed for the CFO, CEO and Board to integrate into the decision making process for M&A.

Being at Full Potential has developed 6 measures designed to integrate both cultural and performance dimensions of a business. We refer to them as the 6 Organizational Performance Metrics. They are aligned by proxy to critical corporate KPI’s as follows:

  • Inventiveness (Relative Innovation Performance): Measures the extent to which the culture of an organization is conducive to creating radically new products and services (that may or may not have direct market application)
  • Customer Orientation (Customer Experience KPI’s): Measures the extent to which the culture of an organization encourages genuine service to the explicit and implicit needs of its customers.
  • Employee Engagement (Employee Experience KPI’s): Measures the extent to which an organization’s culture ignites dedication and commitment in a person’s day-to-day work activities
  • Trustworthiness (Trust index by GPTW): Measures the extent to which an organization’s culture is deserving of the trust / confidence it receives from its stakeholders
  • Self Leadership (Employee Sentiment/engagement e.g. GLINT): Measures the extent to which an organization’s culture encourages people to rely on their deeper values and principles when navigating the complexities of the organization
  • Getting things done (Numerous Productivity KPI’s): Measures the extent to which an organization’s culture supports people’s ability to execute and deliver concrete results

Being able to assess and measure the 2 organizations coming together in a deal along these dimensions can prove to be incredibly insightful. Here’s an example of the type of output that would be available and the kinds of conversations it can open up.

In this situation we can see that company A is well expressed (green) on all 6 OPM’s (organizational performance metrics). Although there is still room to grow, performance is strong and it has an underlying culture to support it. Company B on the other hand, is under expressed (yellow) on all dimensions, meaning there is underutilized potential and an opportunity to strengthen the culture of the organization.

Having access to this data provides deep insight into the fundamentals of a business. Different profiles like this doesn’t necessarily mean that the “fit” between the two companies is not good. However, it does signal that the cultural & people aspects need to be better understood, and proactively addressed, in order to bring out the full value of the deal.

In this case, as part of the cultural due diligence, we would want to investigate why Company B is scoring so low on Getting Things Done, Inventiveness and Self Leadership. Bringing these measures up in line with Company A will unleash a significant amount of unexpressed potential, which in turn will also lead to significant breakthroughs in performance. The more attention we can bring to the cultural dimensions of performance, the more likely we will be able to tap into the synergy potential of mergers and acquisitions.


For more information on how we can support you in the culture due diligence process please contact:

  • Ben Hobkinson: ben@exponentialhumanpotential.com
  • Mark Vandeneijnde: mark@beingatfullpotential.com


Organizational Change Management: A Definitive Guide

Organizational Change Management: A Definitive Guide

Organizational Change Management Blog

Table of Contents


What is Organizational Change?


Organizational Change Management


Types of Organizational Change


Why Organizational Change is Inevitable?


Most organizational change initiatives fail to deliver value


Human Potential Methodology for Organizational Change


Examples of Organizational changes implemented by Being at Full Potential


Our Learnings from Leading Organizational Change and Development in workplaces


Resources on Organizational Change


Frequently Asked Questions

What is Organizational Change?

According to the business dictionary, organizational change is “involving a modification in the way an organization is structured, managed, and directed. It refers to the efforts of an organization to alter conditions, procedures, and policies to achieve a different set of goals.”

Corporate organizations change one form or the other regularly to achieve better results. Whether it is strategic or operational, organizational change has a profound impact on the direction, composition, roles, and responsibilities of the individual employees. Organizational change is a process that is often initiated by the managers to implement changes in a manner that meets the objectives stipulated by the organization.

With any organization, change is inevitable. And though change may sometimes be difficult to deal with, it is crucial to the growth, development, and progress of an organization. This is most commonly achieved by major initiatives, such as a merger, restructuring, or divestiture of a business unit. Other examples include re-engineering of the information technology infrastructure or a restructuring of the corporate organizational chart.

The other term that is often used synonymously with organizational change is ‘change management’, which refers to the planning and control of the process of change within an organization.

Organizational Change Management

Organizational Change Management (OCM) is the discipline of aligning people, strategy, and technology to achieve a common vision and strategy. Organizational change is a process that is designed to achieve an outcome, such as introducing a new product, service, or process. Organizational Change Management is the process of aligning all stakeholders to the desired outcome.

The key to successful organizational change management lies in the engagement of all employees and the buy-in from their managers. It is important to involve the stakeholders from the very beginning and to communicate intentions and goals. This can be done through town hall meetings and regular communication.

Another important part of change management is collaboration. It is crucial that people are working together to achieve the organization’s goals, rather than getting in each other’s way. Finally, it’s important to reward employees for their hard work. This sends a clear message about the importance of the change and gives people incentives to keep up great work.

Change can be difficult to manage. Even the most confident leaders can feel uncomfortable with change, and there’s a multitude of reasons for why that is. It can be a matter of uncertainty, fear, or a combination of both. If you are a change management professional, it’s important to note that you are not alone in this and it’s up to you to help others adapt to change.

Types of Organizational Change

There are many reasons why organizations decide to change the way they do business. This process can be initiated by the organization itself or by an outside agent. This can occur due to cultural, social, behavioral, or technological changes. Organizational change can be a necessary and vital part of maintaining organizational health and growth.

In the business world, change is often necessary to remain competitive and to meet the needs of a dynamic marketplace. Change is often a welcomed part of life and is generally a good thing. However, not all change is good and some organizations have a difficult time adapting to change.

The types of Organizational Change include,

  • Strategic Transformational Change
  • Structural Change
  • Remedial Change
  • People-Centric Organizational Change

Learn more about the types of Organizational changes in detail here

Why Organizational Change is Inevitable?

Change is an inevitable part of every business, especially in today’s VUCA world. It is the primary source of growth in organizations. It is also an integral part of any business strategy. But change is not limited to the growth and development of a business strategy. It also applies to the growth and development of organizations in general. Organizations are not static; they are dynamic and ever-changing. Every organization has the potential to grow and develop. This is what we call organizational change. Sometimes it is caused by external factors, and other times it is the result of internal factors. Regardless of what triggers it, it is important to understand that every organization has to face the issue of change. And when it comes to organizational change, the question that comes to the forefront is how organizations change.

Change is not necessarily a bad thing. It can be an excellent opportunity to learn and grow. It can bring out the best and the worst in people. But not everyone understands how to handle change. Today’s world is VUCA (Volatile, Uncertain, Complex, and Ambiguous), and here is an article helping us better understand how to handle organizational change.

Why do most organizational change initiatives fail to deliver value?

The growing rate of change has given birth to more complex business environments. For organizations to thrive in this high-speed ecosystem, they need to be able to embrace change effectively. The Gartner research shows that only 34% of the changes were considered a clear success. This is compared to 50% clear failures. The key to increasing the success rate of an organizational change is ensuring its alignment with the business strategy and the development of a high-performance culture.

“Organisational change initiatives can be a success in improving the business only if they are driven by the core business drivers. We recommend that the following four drivers must be present for a successful organizational change process,” said Andrew Huxley, VP, and Fellow at Gartner

According to a McKinsey article, most change/leadership/culture initiatives fail to deliver because we don’t work at the MINDSET level

Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mindsets, too often these organizations are reluctant to address the root causes of why leaders act the way they do. Doing so can be uncomfortable for participants, program trainers, mentors, and bosses—but if there isn’t a significant degree of discomfort, the chances are that the behavior won’t change.

Identifying some of the deepest, “below the surface” thoughts, feelings, assumptions, and beliefs is usually a precondition of behavioral change—one too often shirked in development programs. Promoting the virtues of delegation and empowerment, for example, is fine in theory, but successful adoption is unlikely if the program participants have a clear “controlling” mindset (I can’t lose my grip on the business; I’m personally accountable and only I should make the decisions). It’s true that some personality traits (such as extroversion or introversion) are difficult to shift, but people can change the way they see the world and their values”

McKinsey article 2014

Human Potential Methodology for Organizational Change

Unless we work on the bottom layer and genuinely reassess our underlying belief systems and assumptions about the business and the organization we will not be able to create the sustainable changes in behavior that we are aspiring for. This is of course very daunting work. It can feel like “opening Pandora’s Box”.

Because we don’t know what will be unleashed, is it not better to keep it tightly closed?

This is certainly the feeling many people have and undoubtedly one of the reasons why deeper, human-centric HR interventions are avoided. It’s a fascinating paradox. On the one hand, addressing the bottom of the Iceberg offers the greatest hope, and on the other hand, it also triggers the greatest fear.

As stewards and thought leaders of this work, we have deep compassion for leaders who are confronted with this dilemma. It’s a scary path to take and doesn’t come without risks. However, if executed with great care, it is possible to make the self-realization journey more accessible and relevant to the organizational context.

Creating transformational tools and methods that meet organizations, where they’re at vs expecting them to take this huge leap of faith, is what Being at Full Potential is all about. By quantifying the intangibles, we help shine the light on the invisible layer of culture. HR leaders now have a practical way to measure and release the 85% of intangible value and in doing so, it is possible to start harnessing the vast creative potential of their people. In our experience, when it comes to large-scale organizational change journeys, there is no better place to start than with ourselves. As we grow in our leadership, so will we grow in our ability to inspire and engage other stakeholders throughout the organization and influence the dynamics that are at play.

Is this a challenge you are ready to take on? Do you want to courageously examine how some of your own beliefs may need to change in order to spark a deeper transformation within the organization? Let’s start with a simple exercise:

  1. How would an objective observer describe your behaviors at work? Would they describe you as action-oriented, a critical thinker, perfectionist, a good listener…? Take a moment to write down what comes to mind.
  2. Check-in with yourself where that behavior may be coming from. Is it just part of your personality or can you see that there is an unconscious belief or assumption that may be driving certain patterns of behavior? Take a moment to write down what comes to mind.
  3. Finally, ask yourself if there are any behaviors you would like to evolve/change for yourself in the future. And if so, is there a corresponding change at the belief or mindset level that needs to take place as well?

Examples of Organizational changes implemented by Being at Full Potential

We at Being at Full Potential recognize that the next wave of innovations is going to be unleashed by pulling the human lever. It is going to come from harnessing the human states – not systems and processes – by moving people into heightened states of awareness where they become infinitely creative.

No problem can be solved from the same level of consciousness that created it

–   Albert Einstein

Take a look at how helped bring change in Omega HMS by Changing the approach to talent development from looking only at the past performance to also consider future potential

Here is an example of how we helped change the organizational culture from “command and control” to “self-leadership” in a North London Supermarket.

Learn how Being at Full Potential brought in Organizational reinvention during the Pandemic at Sacred Heart Center

Teach for America: Case Study – Organizational change starts at the individual level (ie: Being the change we wish to see in the world)

Our Learnings from Leading Organizational Change and Development in workplaces

Managing Organizational change is difficult and most of the time the efforts fail because the people who need to embrace the change are often left out of the conversation. Here are some of our key learnings on how to create transformational spaces for transformational conversations. When we bring our people along, the tendency to resist diminishes..

  1. Location is nothing, our BEING is everything
  2. Infuse mysticism but don’t keep it mysterious
  3. Invest in BEING, unleash the DOING
  4. Use Human Potential DATA to break open conversations and unlock new thinking
  5. No matter how profound the collective experience is it needs to be accompanied by ongoing work at the individual level in order to sustain itself

We have explained in detail about these 5 Key Learnings from Leading Organizational Change and Development in Organizations here.

Resources on Organizational Change

While you are here, look at some of the other blogs related to Organizational Change, Transformations, Consciousness culture, and Unlocking Performance

Frequently Asked Question (FAQ)

How to improve morale in an Organizational Change?
Changing the status quo is always difficult and people often resist change. Communication is key to ensuring how employees feel about the change and it is often important for human resources and management to create a plan for this and implement it.
Why do Organizations change?
Organizations can experience changes intentionally or unintentionally due to internal or external forces. It may involve change in Organizational structure, strategy, procedures, culture or technology.
What are the benefits of Organizational Change?
Change in an organization can lead to bringing many positive impacts to the business. It may be for various factors like increasing the bottom line, employee engagement, developing skills, hiring, etc.
Why is Organizational Change Management important?
Change is inevitable in Organizations and how it is planned and managed can impact the outcome of the process.

4 Types of Organizational Change

4 Types of Organizational Change

4 Types of Organizational Change

Table of Contents


What are the four types of organizational change?


Strategic Transformational Change


Structural Change


Remedial Change


People-Centric Organizational Change

Organizational change can be a tough nut to crack. Approaches might differ from business to business, but the main fundamentals will remain the same. This blog will take a look at the different types of organizational change and how they might apply to your business.

In the business world, organizational change can be a touchy subject to discuss. People don’t like change, they like consistency. Whether the change is for the good or the bad. But change can be good. It can be a way to stay current and competitive in the business world. But change isn’t for everyone. Some people are early adopters and leaders in change. Others are laggards who will refuse to adopt even the most necessary changes.

It is a known fact that the world is changing at an increasingly rapid rate and that this will continue to affect the way we do business, entertain ourselves, and even the way we communicate with one another. This is why it is important to provide a stable environment for each employee at a company so that they may adjust to the changes and help to ensure that the company is successful. There are many approaches to organizational change, and it is important to be aware of each one and the fantastic benefits that they can provide.

What are the four types of organizational change?

There are many reasons why organizations decide to change the way they do business. This process can be initiated by the organization itself or by an outside agent. This can occur due to cultural, social, behavioral, or technological changes. Organizational change can be a necessary and vital part of maintaining organizational health and growth.

In the business world, change is often necessary to remain competitive and to meet the needs of a dynamic marketplace. Change is often a welcomed part of life and is generally a good thing. However, not all change is good and some organizations have a difficult time adapting to change.

The types of Organizational Change include,

  • Strategic Transformational Change
  • Structural Change
  • Remedial Change
  • People-Centric Organizational Change

Strategic Transformational Change

Strategic transformational change management is a process of changing the overall direction of an organization or a group within an organization. Strategic transformational change is often initiated by a senior executive of the organization. Strategic transformational change is often a lengthy process and requires in depth planning and preparation. It is an exercise in creativity and requires a lot of resources and leadership. It is a process that is founded on the idea that every organization has the potential for growth and change. It is an approach that is outcome oriented, with a focus on the desired end result. The key to strategic transformational change is in the process. The process should be aimed at empowering the people who will be involved in the change and inculcating a sense of ownership among them.

Structural Change

When we think of change, we often think of structural change. This is the most common type of change we usually hear about. It involves a complete transformation of the way something works. For example, if a company was in a lot of debt, it might reorganize to cut expenses, improve efficiency, and make it easier to pay off the debt. This type of change is often difficult to implement and is rarely successful.

Remedial Change

Remedial change is the process of repairing something that has already gone wrong. Where is the use of waiting for the mistake to happen and then fixing it? If it’s not broken, don’t try to fix it. Allow the organization to work perfectly with the existing process, procedure, and system. The best way to avoid mistakes is by maintaining a well-organized environment. This way, you can be sure that everything is in its place and will not cause any problem down the road.

People-Centric Organizational Change

The most successful organizational changes are the ones that are implemented in a people-centric manner. People-centric change management focuses on the employees, customers, and other stakeholders, whose mindset and behaviors are going to be affected by the change. During this type of change, the organization focuses on the emotions of these stakeholders. The change management model for this type of change is based on the idea that if the employees and customers are happy then they will buy into your new product or service and adapt to your new policies.

At Being at Full Potential, we believe in people centric-organizational change by driving people towards BEING rather than DOING. The question that always comes up is “what is the difference between BEING and DOING?” and “how do the BEING initiatives impact the performance of my organization?” To know more about this, read our article on The business care of BEING.