How to Inform Employees About Organizational Change?

Shifts in organizations are never simple. Most people have personally struggled with changing their own habits, routines, or approaches, so it is not surprising that introducing new methods or restructuring administrative processes in a company can be just as hard. Efforts to update systems, merge departments, or restructure procedures always demand a serious amount of patience and skill. This is because organizational shifts involve many individuals, each with unique perspectives, responsibilities, and working styles.

In practice, a large number of attempts to guide an organization through change can fail. Adjusting your own patterns is one thing, but getting others to step away from their comfort zones is another. A study by Willis Towers Watson showed that about 87% of employees surveyed mentioned plans to train managers for organizational change management. However, only one-quarter believed those managers were truly useful. This mismatch of high expectations and low practical outcomes makes it tougher to push company-wide projects forward. Leaders must refine their capabilities in guiding their teams through these challenging stages.

One effective method to enable positive shifts within a company is by communicating openly and honestly with employees. When addressing planned adjustments, it is wise to start by asking two main questions:

1. Are our people genuinely motivated to accept what is coming next?
2. Do our people have the right skill sets and readiness to deal with the transition?

These questions are central. If you answer one without fully considering the other, the whole transformation effort may fall flat. Sharing the reasons for the new strategy and ensuring that employees feel both willing and able to adapt are key elements.

When you talk about coming changes, emphasize improving everyone’s motivation and capacity to accept what will happen. By following four straightforward tips, you can shape a solid approach to discussing organizational shifts, helping you share plans successfully with everyone involved.

1. Present a Clear Vision for Change
A powerful move is to set out a clear vision of what the new environment will look like. Show your people what benefits will emerge from these adjustments, both for them and for the organization. A picture of the future encourages them to see how the new conditions align with their interests and the company’s overall progress. To paint this picture, consider these guiding questions:

• After the adjustments, what will everyday operations look like?
• Which situations might employees face because of these new initiatives?
• Are there observable outcomes that everyone can recognize once the shift takes effect, and if so, what are they?
• Will these adjustments help the organization achieve meaningful goals, and if yes, which ones?
• What rewards could individuals and the company gain from these efforts?

When preparing to talk to your team, be ready to clarify these points thoroughly. Doing so helps everyone understand not only that changes will occur, but also why they matter. According to Harvard Business Review, team members should grasp not just what is about to happen, but the underlying reasons. Communicating your intentions encourages a shared understanding that unites everyone’s efforts toward the same targets.

2. Introduce the Story Behind the Change
Your vision, while essential, is part of a broader narrative. When you frame it as a story, people learn where the organization stands today, where it aims to head, and the steps needed to move along that path. For example, consider the case of Scandinavian Airlines, described by Professor Christopher Bartlett at Harvard Business School. In the early 1980s, the airline faced severe challenges. It was losing about $20 million and struggling in a static market.

With intentional changes, not only did they turn that deficit into a $25 million gain within one year, but they soared far beyond that, reaching close to $80 million in revenue. Within a few years, they earned a reputation as one of the best business airlines. Employees adapted impressively, making a real difference in performance. How was this accomplished?

All of the company’s 20,000 employees received a small booklet outlining the changes. This booklet addressed the idea of focusing on a key group of customers—those traveling for business. Unlike the usual dry communications, it had a title that called people to action: “Let’s Work Together and Fight for Success!” It used cartoon-style images and friendly fonts to represent the company as an airplane heading toward a better future. However, there were “storm clouds” along the way—barriers that needed to be addressed before reaching the intended destination. These visuals also showed how other competitors were positioned and how employee actions would influence the company’s competitive edge.

You do not necessarily have to rely on cartoons or oversized lettering. What matters is creating an engaging narrative that employees can follow, one that makes the upcoming transition feel real and relevant. By doing this, you equip them with a storyline they can relate to, making it easier for everyone to grasp where the company wants to go.

3. Make Your Employees the Central Characters
Your plan for organizational transformation should identify what the company’s members need to do and how they can take active roles. Provide them with concrete reasons to see themselves as the main drivers of this new direction. In his book “Winning ’Em Over,” Jay Conger shares the message Scandinavian Airlines delivered to its people:

“We must fight in a sluggish market and stand up to competitors who are just as informed as we are. They might not be better than us, but they know the best moves. We should not let them outmaneuver us. Together, if we stand side by side and put in the effort, we can win. We are all on the same side in this contest.”

Every Scandinavian Airlines employee received these words, and as a result, they understood where the company intended to head, and their place in achieving that goal. This collective approach showed everyone that they were protagonists, not bystanders. They felt like a team engaged in a bold movement, ready to influence the outcome.

Ask yourself: what can you do so that the members of your organization feel actively involved in the shift? How can they sense that they are shaping the company’s future instead of being passive observers? Instilling a sense of ownership can spark enthusiasm, encourage participation, and secure more committed involvement in the change process.

4. Provide a Practical Roadmap
Equip your employees with a clear plan that outlines specific steps. Once people share a vision—an image they believe leads the company forward—you must help them understand how to achieve it. Consider the case study by Professor Tsedal Neeley at Harvard Business School, highlighting what happened at Rakuten, Japan’s largest online retailer. Its CEO, Hiroshi Mikitani, decided that all 7,100 employees in Tokyo would need to use English for business operations within two years.

Many employees understood that switching to English might improve the company’s position, but they felt uneasy and worried. Although the reasoning behind the change made sense, the daily task seemed very difficult. In such situations, how do you maintain motivation and ensure that employees do not lose heart?

Not every beneficial shift comes easily. Some can be time-consuming and challenging. People may feel like they are facing a tough climb. In these moments, offering a step-by-step guide can help them persist. Rakuten invested in language training programs and backed the workforce through each stage. They did not leave employees struggling on their own. The CEO supported the new requirements by providing guidance, not just issuing orders. Such concrete, tangible support reassured people and reinforced their belief that the company was committed to helping them succeed.

Shifts of this sort are never one-and-done tasks. These processes unfold over time and require repeated communication. Reinforce the vision on multiple occasions, retell the story regularly, continue highlighting employees’ starring roles, and update the roadmap whenever necessary. Each conversation keeps the momentum alive. By staying engaged and supportive, you nurture consistent forward progress.

In truth, change is something people perform every day, both individually and collectively. Employees can adjust work habits, learn new skills, and strengthen their professional relationships. When a company’s leaders set a strategy for discussing change—establishing a meaningful vision, crafting a memorable narrative, putting employees at the center, and defining a practical path—they encourage everyone to keep working toward better outcomes. This has long-term effects, as each bit of clarity, encouragement, and guidance helps the organization keep evolving, improving, and moving toward stronger results.