Mastering Change Management Today: Why the I.D.E.A. Framework Matters More than Ever
Change isn’t coming—it is already here, reshaping organisations faster than ever before. Understanding the need for change has never been more critical. Yet despite this urgency, many change initiatives still stumble due to resistance to change or resistant-to-change mindsets. Why?
In my experience, an effective change management process requires more than perfect plans—it demands igniting genuine desire, strategic clarity, empowered people, and anchored resilience. These critical steps in the change journey form what I call the I.D.E.A. framework, a proven management tool for successful organisational change. Let’s explore how this change management model works, stage by stage.
I – Ignite a Desire to Change
Change leaders must first address why the proposed change is necessary—people don’t resist change itself, but being changed. This first phase combats resistance and lack of management buy-in by sparking curiosity.
- Construct the case for change: Answer “why now?” with stories that make the need for change undeniable.
- Communicate the vision: Show how change within teams creates collective success.
- Create enthusiasm: Radiate authentic energy—lead change by example.
Use Case:
When 2 in 3 employees feel undervalued (per Aon’s 2025 data), leaders must craft emotionally resonant visions—not just logical plans—to retain talent.
Tip: Ask yourself: Am I painting a compelling vision, or just presenting a project?
D – Develop a Strategy
A robust change management plan becomes your key to successful transformation. This change management strategy should:
- Enlist your coalition: Identify key stakeholders who will implement change daily.
- Assess challenges: Pre-empt resistance to change through transparent dialogue.
- Generate projects: Create clear paths to implement the change effectively.
Use Case:
As PwC’s large-scale digital transformations show, a clear tech strategy (like cloud adoption) must align with employee readiness—bridging the gap between ambition and execution.
Tip: Reflect: Do my people see themselves clearly in the change story we are building? Does your strategy reflect transformational change ambitions?
E – Enable Others to Change
Manage change by empowering teams to own their journey through the change process:
- Engage hearts: Connect emotionally—change leaders must first listen.
- Empower actions: Let teams implement change their way within guardrails.
- Ensure progress: Celebrate wins that prove successful change is happening.
Use Case:
Singapore’s 2025 COS announced a $400m Enterprise Workforce Transformation Package to help businesses reskill workers and adopt automation. Like Singapore’s CTC Grant helping BDO Tax Advisory automate workflows (freeing staff for higher-value work), empowerment means trusting teams to reinvent their roles.
Tip: Are you creating psychological safety for change within existing workflows?
A – Anchor the Transformation
Lead change beyond the launch through cultural integration:
- Sustain change: Embed behaviours into daily rituals.
- Integrate into culture: Align systems to support transformational change.
- Raise resilience: Normalise adaptability as a competitive advantage.
Use Case:
Like agile models replacing ‘big bang’ rollouts, sustained change requires embedding adaptability into daily rituals—not just one-off trainings.
Tip: Ask openly: How are we embedding new habits into our daily organisational life?
Final Thoughts
The effective change management process outlined in I.D.E.A. bridges strategy with human dynamics. By addressing resistance to change early in the change process, engaging key stakeholders authentically, and equipping teams to implement the change, organisations achieve successful organisational change that lasts.
Remember: Change management is the process of turning vision into reality—one critical step in the change journey at a time. When done right, it transforms not just operations, but mindsets.
Written by: Jessica Choo, Founder & Chief Strategist of ILS
With over 30 years of consulting and operational experience, Jessica is a highly esteemed strategist in performance, talent, and organisational development. Her expertise spans change management and strategic leadership development, where she has successfully guided over 15,000 executives across more than 200 projects in 20 countries. Jessica employs a behavioural science approach to foster culture and people development, achieving remarkable outcomes in organisational performance and culture change initiatives. As a professional coach, she empowers senior leaders to think clearly, lead confidently, and commit to impactful actions. Furthermore, her collaboration with the Growth Mindset Institute in crafting innovative solutions has positioned her as a trailblazer in the field of sustainable organisational change.
