Brands Want Transformation, But They Don’t Like Change

Early in my career, I quickly learned that my strong opinions and passion for innovation often intimidated others. I was given this feedback in my annual reviews time and time again. I saw opportunities for change everywhere—places to make things better, faster or more efficient. This drive to push for improvement and embrace new ideas, however, often put me at odds with those who preferred familiar paths.

As I progressed in my career, I realized that what was seen as intimidating was actually an intense commitment to meaningful transformation. Now, as the chief transformation officer at DS+CO, I’m using that perspective to guide clients and our own team through the complex landscape of digital and organizational change.

Transformation is challenging, but I’ve learned that change can only happen when people see the potential it unlocks, not just the disruption it brings.

Brands are increasingly eager for the innovation and growth that transformation promises. They seek agility, reinvention and new ways to connect with their customers.

But here’s the catch: while they want the results, they’re often reluctant to embrace the changes required to achieve them. In my role, I help clients and our team navigate the waters of change.

I’ve seen firsthand how even the best-laid transformation plans can stall without a commitment to cultural change. Now I get to take all of that feedback I received for years and put it to use to support our clients through the digital and organizational shifts needed to thrive in a competitive market.

Transformation isn’t just about new tools or processes, it’s about fundamentally rethinking how a brand operates, connects and evolves. And that requires courage—one of our core values at DS+CO.

Often, the biggest hurdle is cultural resistance. Employees who’ve invested years in a certain way of doing things can see new systems as a threat. We’ve seen this within our own business as technological changes have continued to force teams to adapt to new systems and structures. For our new way of doing things to work, we must identify the areas our current processes support and how the new system will make them better. Successful transformation doesn’t happen by bulldozing over what’s familiar—it meets people where they are and helps them move forward from there.

Another common stumbling block is misaligned goals. Brands sometimes dive into initiatives without clearly connecting them to broader business objectives. One financial client we worked with invested in powerful data analytics but lacked a clear plan for identifying insights and connecting the points to external systems that enable the use of the data. Without this key step, the data was useless in supporting marketing or predictive modeling outside of the organization. By refocusing on the client’s core goals, we helped them identify the proper tech stack and next steps to reaching their business goals.

Change can also be resource intensive. Some brands underestimate the time, budget or staff needed. We implemented a new workflow several years ago without properly preparing for the resource allocation required to successfully implement the new processes. Without the ability to support the transition properly, we had to quickly assess and pivot to a system that would allow us to maximize the investment while overcoming the hurdle of resourcing.

Effective transformation means recognizing new priorities and putting the right resources behind them. Proper implementation often requires teams to gain digital or data skills to make the most of new tools.

Finally, there’s the issue of short-term focus. Transformation is a long-term commitment, but the pressure for immediate returns can interfere with the investment required.

One telecommunications client struggled to adapt to a full-funnel marketing strategy because the system for measuring returns focused on a short-term sales cycle, while the proper sales cycle was over 180 days. We shifted the reporting approach and demonstrated that the long- term gains were significantly greater than what was demonstrated in the existing model, which made it easier for them to see the bigger picture and commit to the strategy. In the end, transformation isn’t just about the tools or resources, it’s about creating a mindset shift that supports growth and resilience in the long run.

With these challenges in transformation, you might be asking what you can do for your brand to support organizational change. For transformation to take root, organizations need a cultural foundation that supports continuous improvement. The DS+CO approach centers on:

Empowering change leaders. Identify champions for transformation within the organization. Which team members are willing to embrace and advocate for change within the organization? Create ways to implement their contributions and reward them.

Creating a continuous learning culture. Continue to find ways to invest in skills training so employees can confidently engage with new tools and processes, and encourage employees to bring forward new ideas and approaches.

Encouraging open communication. Ensure transparency and create channels for employee feedback, fostering trust and buy-in. This role faces a significant amount of pushback, so demonstrating behaviors that build trust with your team is important to success. Do what you say you will and honor your commitments. Encourage people to share negative feedback. Constructive criticism drives growth.

Rewarding innovation and risk-taking. The most advanced organizations have built fundamental ways to recognize efforts to try new things into their business models. They seek new ideas, not instant successes. Risk is a part of growth and ensures that the culture not only accepts risk taking but embraces it, ensuring continued evolution.

Google’s “20% time” policy is a great example of this. It allows employees to spend up to 20% of their work hours on projects outside their regular responsibilities. Several of Google’s most successful products—including Gmail, Google News and AdSense—started as “20% projects.” This culture encourages employees to experiment, take calculated risks and pursue projects they’re passionate about.

Transformation requires commitment and resilience, and it isn’t always comfortable. But for brands willing to embrace the process, the rewards—agility, growth and a stronger connection to customers—are immense. With the right foundation, transformation becomes more than just a strategy; it’s a new way of operating, innovating and thriving in a dynamic world.

You might see yourself or your brand in these challenges and examples I’ve given. But it doesn’t have to be a struggle. Reach out to us if you’d like a clear vision forward for your brand and a partnership that helps you achieve it.