Why organisational change efforts fail (and how to make yours succeed)

At EAB, we’ve spent years researching the challenges strategy leaders in higher education face when trying to build support for transformative initiatives, whether academic or administrative. Today, the pressure to adapt is greater than ever. Costs are rising, public confidence is declining, and policy changes are introducing new and often dizzying complexities.

Many leaders understand the need for organisational change and assume it requires a complete overhaul of higher education’s business model. But that’s not necessarily the case. The key lies in practical strategies that work with institutional culture, rather than against it.

So, what does the research tell us? We’ve identified five essential lessons for achieving meaningful and lasting administrative transformation.

Watch the webinar – Learn how to apply these five lessons

Lesson 1: Establish an Urgent and Consistent Transformation Mandate

Without a strong mandate, even the best-intentioned transformation efforts risk losing momentum. In higher education, where competing priorities and internal resistance can derail progress, a mandate provides direction and ensures transformation remains a strategic priority.  It also supports continuity during leadership transitions and helps navigate resistance from stakeholders.

But a mandate is more than a statement of intent. It must be backed by visible executive support, data-led justification, and shared leadership. Institutions that succeed typically combine top-down guidance with bottom-up engagement, empowering deans or heads of faculties/schools to lead within their units. When embedded into institutional decision-making, a mandate lays the foundation for sustainable change.

Lesson 2: Build Momentum Through Early Wins

Transformation efforts often stall in what we refer to as the “valley of inactivity”—a phase where enthusiasm fades, opposition peaks, and progress slows. To avoid this, leaders must prioritise early wins that build confidence and drive.

One approach is to begin with a widely recognised challenge, such as unclear roles or inefficient workflows, that even sceptics agree needs to be addressed. Another is to enlist well-respected champions to advocate for change, making it harder for others to resist.

While it might seem unfair to focus resources on one department or process as a pilot, it’s often the fastest way to demonstrate value and build wider support. Once people see success, they’re more likely to commit to the broader vision.

Lesson 3: Involve the Right People, in the Right Ways

Shared governance is a core value in higher education, but involving too many voices in every decision can slow progress to a standstill. It’s essential to strike the right balance by clarifying levels of involvement:

• Input: Seek feedback to inform decisions while keeping processes efficient.
• Agency: Allow stakeholders to make specific, well-scoped decisions where appropriate.
• Ownership: Avoid handing over full control to key strategic elements, as this can undermine alignment and momentum.

Leaders should create a culture where input is welcomed, but expectations are managed. Stakeholders need to feel heard, but without compromising the pace or coherence of change efforts.

Lesson 4: Adopt an Iterative Review Process

Higher education often excels at planning, but large-scale transformation rarely follows a fixed roadmap. Unforeseen challenges—like funding cuts or leadership turnover—are all but inevitable.

That’s why successful institutions embrace an iterative approach. Building in regular review points allows teams to adapt based on emerging insights. The ability to learn and adjust in real time is what separates stalled efforts from those that deliver lasting results.

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Lesson 5: Know Your Audience

One of the most common reasons transformation efforts falter? Poor communication. Whether it’s too much, too little, or poorly timed, ineffective messaging can derail even the strongest strategy.

Effective communication depends on three things:

• Timing: Share updates when people can actually act on them.
• Relevance: Keep messages tailored to the audience’s needs and roles.
• Clarity: Use plain language and avoid jargon to reduce confusion and build trust.

As one Chief Financial Officer shared: “When people ask for transparency, they’re really asking for information that speaks to their concerns.”

Strategic, audience-specific messaging isn’t just about keeping people informed. It’s how you build credibility and encourage meaningful engagement.

How EAB Can Support Your Organisational Change Efforts

Transformation in higher education is complex, but you don’t have to tackle it alone. The lessons shared here represent just a small part of EAB’s Strategic Advisory Services research into more effective academic and administrative models.

Our team partners with executive leaders to co-develop strategies that move from vision to implementation. Contact us to find out how EAB can support your university goals.

For more research updates, best practice-based insights and invites to virtual and in-person events, sign up for EAB’s monthly briefing.

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