The Power of Atomic Change to Unlock Quantum Growth in Any Business

Organizations must be agile and adaptable to thrive in today’s rapidly evolving business landscape. This is why atomic change is more effective than quantum disruption.

The traditional approach to turbulent times has always been a monumental, top-down transformation. But this is no longer the only path to success and is certainly not the most effective.

Today, many companies are turning to a more nuanced strategy: atomic change. Atomic change is the father of agility and clarifies what is needed to meet our ever-changing world.


The Nature of Atomic Change

Atomic changes, also known as incremental or small-scale changes, involve making discrete adjustments to various aspects of a business. These changes are often gradual but collectively lead to significant transformation over time.

Let’s explore the key advantages of this approach:

1. Reduced Resistance: Atomic changes are met with less resistance from employees since they are usually less dramatic. A Gartner survey found that employees’ willingness to support enterprise change fell from 74% in 2016 to just 43% in 2022. So clearly atomic changes are the way to go.

Another survey, this time from Wharton, found that 70% of employees are more likely to embrace smaller, incremental changes compared to large-scale transformations. And McKinsey found that companies which failed their transformation programs identified employee resistance or management behaviour as the major barrier (72%) to success.

When Microsoft implemented its move from Windows 8 to Windows 10, they initially faced resistance from users who were accustomed to the older operating system. To address this, Microsoft introduced a series of atomic changes through regular updates and improvements to Windows 10. Over time, users began to appreciate the gradual enhancements, resulting in a higher acceptance rate and reduced resistance.

2. Faster Implementation: Another research study from McKinsey indicates that atomic changes can be implemented 30% faster, on average, than large-scale transformations. This seems obvious, but it is good to keep in mind in today’s dynamic business environment.

Amazon, known for its agile approach, continuously makes atomic changes to its e-commerce platform. They frequently implement small updates and new features, allowing them to respond swiftly to market demands. This rapid deployment strategy enables Amazon to maintain its competitive edge in the fast-paced online retail industry. It also allows them to identify winning concepts while highlighting and quickly removing those which don’t resonate with customers.

Join our Ultimate 60-mins CX Makeover to discover new ways to implement atomic change in your own organisation.

Statistics That Speak Volumes

The effectiveness of atomic change is not just anecdotal; it is backed by compelling statistics:

1. Employee Engagement
: A Gallup poll revealed that organizations that frequently implement small, incremental changes report 25% higher employee engagement levels than those relying solely on large-scale transformations.

Google’s “20% Time” policy is a famous example of fostering employee engagement through atomic changes. Google encourages its employees to spend 20% of their work hours on projects of their choice. This practice has led to the development of innovative products like Gmail … Click to continue reading

Top 10 Challenges Facing Companies When They Adopt a Customer-First Strategy

In an era where customer expectations are rapidly evolving, businesses have finally recognised the importance of adopting a customer-first strategy.

However, despite this awareness, many companies still struggle to fully embrace customer-centric practices. Numerous barriers can hinder the journey toward customer-centricity, impacting both customer satisfaction and long-term business success. In this article, I propose ten reasons that often prevent companies from becoming more customer-centric and offer suggestions on how organisations can overcome these challenges.



We all know that customers exert unprecedented influence today and that business success hinges on one core principle: customer-centricity. The shift from product-centric models to customer-focused strategies has become not just a preference but a clear necessity for every company aiming to thrive in today’s dynamic market landscape. Yet, despite acknowledging its significance, many organisations still struggle to genuinely embrace customer centricity.

The journey towards adopting a customer-first strategy is not merely about altering a few processes; it’s a transformative endeavour that necessitates rethinking organisational culture, strategies, and operations. These are all covered in detail in my book Winning Customer Centricity: Putting Customers at the Heart of Your Business – One Day at a Time. (Click the link to learn more and get a free download.)

For now, I want to share some ideas on how these challenges manifest, why they persist, and, most importantly, how visionary leaders can lead their organisations to conquer these roadblocks and establish a new paradigm that places customers at the forefront of everything they do.


The 10 Challenges of a Customer-First Strategy

As the market continues to evolve and customer expectations soar to new heights, the need for customer-centricity becomes a strategic imperative and a distinguishing factor that separates industry leaders from followers. Here are ten keys to unlocking the full potential of a customer-first strategy.

1. Lack of Customer-Centric Leadership: Without solid support from upper management or executives, initiatives to become more customer-centric might not receive the necessary resources, attention, or priority to succeed.

When executives don’t prioritise customer satisfaction or fail to embody customer-centric values, they send a clear message throughout the organisation that customer-centricity isn’t a core focus for the business. Leadership buy-in is essential for creating a culture that places the customer at the heart of decision-making.

Actions: Host workshops or training sessions for leaders to emphasise the strategic importance of customer-centricity. Share success stories highlighting the positive impact of customer-centric practices on business outcomes. Encourage leaders to actively participate in customer feedback sessions to demonstrate their commitment.

2. Silos and Departmentalism: Departmental silos can be formidable barriers to customer-centricity in larger organisations.

In most companies, departments operate autonomously, focusing on their own goals and metrics without considering the broader customer experience. These siloed departments lead to disconnected efforts and inefficiencies, as well as confusing customer experiences and a fragmented customer journey.

To tackle this, companies should encourage interdepartmental communication, establish cross-functional teams, and align goals to ensure a seamless and consistent customer experience.

Actions: Establish cross-functional teams or task forces with representatives … Click to continue reading

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