Readiness: The Missing First Step in Organisational Change
Introduction
Change initiatives often fail not because the ideas are poor or the strategies are weak, but because the organisation simply isn’t ready. Readiness is the invisible foundation: without it, you can’t even get to first base. At the very least, leaders must demonstrate readiness—not necessarily to change immediately, but to get ready to change. That distinction is critical.
Why Readiness Matters
Organisations frequently invest heavily in consultants, technology, or new processes, only to see implementation stall. The reason is simple: readiness is not about resources, it’s about mindset.
Leadership readiness sets the tone. If leaders are hesitant, staff will mirror that reluctance.
Cultural readiness determines whether staff see change as a threat or an opportunity.
Process readiness ensures that new workflows are not imposed but co-designed with those who will use them.
Without these elements, even the most well‑researched recommendations remain theoretical.
Case Study: Healthcare Settings
In healthcare organisations, readiness is often the difference between smooth adoption and outright resistance. One clinic introduced a new electronic health record system. The technology was sound, but leadership treated it as a technical rollout rather than a cultural shift. Staff were not engaged in the design, and leaders dismissed early concerns. The result: downtime, frustration, and a costly delay.
Contrast this with another hospital that approached readiness differently. Leaders openly acknowledged the disruption, invited staff into co‑design workshops, and invested in “change champions” drawn from frontline teams. By the time the system went live, staff had already rehearsed new workflows and felt ownership of the change. Adoption was faster, smoother, and ultimately cheaper.
Case Study: Corporate Transformation
A global retailer attempted to pivot toward digital-first operations. In one region, executives pushed through changes without preparing managers. Resistance was immediate: managers clung to old reporting structures, and staff ignored new digital tools.
In another region, leadership invested first in readiness. They ran workshops on adaptive thinking, created safe spaces for staff to voice concerns, and staged small pilot projects to build confidence. By the time the full transformation rolled out, the culture was primed. The difference in outcomes was stark—one region stalled, the other thrived.
The Leadership Imperative
Leaders don’t need to be fully ready for change on day one. What they must show is readiness to get ready. That means:
A willingness to confront uncomfortable truths.
Openness to staff involvement in process design.
Courage to model adaptive behaviours, even when uncertain.
When leaders demonstrate this posture, staff follow. When they don’t, staff disengage.
Conclusion
Change is not a switch you flip—it’s a continuum. The first step is readiness, and without it, organisations cannot move forward. Leaders must recognise that readiness is not optional; it is the gateway to every successful change initiative.
The lesson from healthcare, corporate, and government examples is clear: readiness is the missing first step. Ignore it, and change stalls. Embrace it, and change becomes possible.