When an organisation’s structure is adjusted – whether driven by growth, profitability challenges or a strategic shift – the impact goes far beyond numbers or organisation charts. It shows up in everyday work: in how work gets done, how people experience the situation, and how trust is built – or undermined.
Adaptation is often seen as a one-off exercise: decisions are made, implemented, and then the organisation moves on. In reality, it is something much bigger.
Adaptation is leadership. And more often than not, it determines the foundation on which the organisation’s next phase is built. The way decisions are made, how they are communicated, and how they are put into practice directly affects whether the organisation is able to move forward, or remains stuck in uncertainty for longer.
Adaptation is leadership. And more often than not, it determines the foundation on which the organisation’s next phase is built.
Three perspectives that always go hand in hand
Adaptation is often approached primarily through financial and legal lenses. These are essential, but on their own not sufficient. A successful outcome requires the interplay of three perspectives:
- The strategic perspective
Why is adaptation necessary, and what is it meant to achieve? Is the aim to fix the current situation or to clarify the organisation’s future direction? What do we want to preserve, what do we want to strengthen, and what are we prepared to let go of? Equally important is taking a moment to consider the alternative: what happens if nothing is done? - The operational perspective
What will change in practice, and how will everyday work be reorganised? How do we ensure continuity – that work runs smoothly, customer relationships are maintained, and operations continue without disruption? Legal obligations and transition consultation processes are critical, but they do not, on their own, determine whether the whole works in practice. - The human perspective
Often the most difficult, and the most decisive phase. Change creates uncertainty, concern and questions that do not always have immediate answers. It affects both those who leave and those who stay. If this dimension is not consciously led, the impact is quickly visible in people’s energy levels, trust and commitment.
Adaptation as a test of leadership
Organisations that combine responsible adaptation with people-centred leadership also perform better financially after change (Tsai & Shih, 2013; McLachlan, 2023). This highlights something essential: adaptation is a core element of strategic leadership.
That is why it should not be handled based on “best guesses”. Adaptation situations are complex and demanding, for leadership teams as well. They require a shared understanding of how change is led, how decisions are grounded and communicated, and how the process is held together from start to finish.
When direction is clear, decisions are consistent, and communication is thoughtful, an organisation has the opportunity to do more than simply survive change. It can build something that carries it into the next phase.
Adaptation is not just about reacting – it is about building the future.
How can the strategic and operational dimensions of adaptation be led in a way that preserves organisational performance and critical capabilities beyond the change?
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Sitations
Tsai, P. C‑F. & Shih, C‑T. (2013/2014), When responsible downsizing strategy meets employee‑oriented leadership: Implications for downsizing performance, Journal of Management & Organization, 19(5), 583–597, DOI: 10.1017/jmo.2014.1
McLachlan, C. J. (2022). Developing a framework for responsible downsizing through best fit: the importance of regulatory, procedural, communication and employment responsibilities. The International Journal of Human Resource Management, 33(1), 16–44. https://doi.org/10.1080/09585192.2021.1958248