Embracing “Change-responsiveness” as the most important skill for organisations in 2025

The human brain is biologically wired to prefer consistency and to avoid loss of control. We seek predictability, comfort and autonomy over what happens to us.

But as the world evolves at an unprecedented pace, so too are the changes happening in our workplaces. From advancements in technology, globalisation, and a dramatic economy, today’s corporate landscape is unpredictable. As a result, employers need to plan for an increasingly diverse set of employee needs, attitudes and behaviours. So how do you map the path for change-responsiveness in your own organisation?

Imagine, if you will, you’re in a room with your colleagues. Maybe you’re at an offsite. You’ve settled into your seat for the day, your belongings are already spread out, and your attention is on the speaker at the front of the room. Then, they unexpectedly summon you to change where you’re sitting completely. What often comes next is a time-tested parable for how employees within organisations handle change.
A handful of people won’t mind the change and will move their seat with little fuss. A larger swath of folks will grumble, but comply. And a few people will reject the request outright.

Each of these types of employees (and more) play a part in how a business ultimately undergoes the process of change, which means leaders and employers need to be ready for them.

In 2025, embracing change-responsiveness will become a requirement for brands across industries. Here’s why.

The accelerating pace of change

The most obvious reason for the increasing importance of change-readiness is the accelerating pace of change itself. Technology is changing the shape of professional skill sets, geo-political tumult is diminishing organisational unity, and business environments are in flux. Our present reality demands adaptive businesses, so brands are transforming too. But that transformation requires willingness from the people inside the organisation to make change real. Hiring and retaining employees who pivot quickly, adapt, and find new ways to contribute is often the goal, but more rarely the reality. Today, command or mastery over a singular subject matter has been replaced by the more in demand “growth mindset.” But by putting the onus on employees to rise to the occasion, employers are shirking their responsibility to put structures in place that enable easier change. So what’s the solution?

The shift for organisations

According to the 2025 Edelman Trust Barometer, corporations maintain the highest level of trust, compared to government, non-government organisations and media. The opportunity created is significant. Wolff Olins believes that with employer trust comes the power and responsibility to create workplaces that are designed to inspire and ultimately engage employees to contribute their best, whatever that looks like. Rather than focusing on large-scale compliance, organisations must take a more nuanced approach, including strategies that will cut across diverse employee segments and address more foundational human needs. We see three levers that will be critical for culture programs in 2025. To explain them, let’s use the musical chairs metaphor from earlier.

Peer connection

i.e. a colleague says, “Come sit by me!”

Social Influence Theory, formulated by Herbert Kelman in 1953, defines the powerful drive of our interactions and relationships, which make us far more likely to do whatever we perceive as the norm. Overwhelmingly, people have a tendency to change behaviour according to those around them. Therefore, an overall sense of belonging is a powerful motivator in the workplace, leading to higher rates of engagement, self-esteem and resilience (Qualtrics).

A powerful example of this in practice is a Wolff Olins global tech client. As the enterprise software landscape continues to shift, requiring heightened organisational agility, the Wolff Olins client recognised the power of their own people to drive the launch of new cultural behaviours, globally. With significant regional variance across global offices, and varying levels of buy-in, leaders knew their multi-year culture transformation would require local advocacy. The company architected two employee communities dedicated to real-time advocacy, one exclusive to mid-level leaders and the other open to everyone. The result? Organic advocacy, driven by self-selected members who were motivated by the chance to collaborate with colleagues.

Ownership

i.e. an employer says, “We’re asking folks to change their seats, but where you sit is up to you!”

Another lever for encouraging change-ready organisations is to highlight the aspects of control employees do have, rather than what’s changing. Our need for self-determination continues to play out in some of the largest shifts in workplace behaviour, including the “Great Reshuffle” after 2020, when large swaths of employees sought new employers in better alignment with their needs and values. By giving employees ownership in culture transformation initiatives, we honour their dignity, as both creators of solutions as well as the users.

Wolff Olins client DISCO tapped into this last year when creating a new employee value proposition and company values after the exit of its founder and CEO. Rather than shaping a vision for a new culture from the top, DISCO created a Steering Committee of cross-functional employees, including a mix of participant attitudes that ranged from energised to skeptical. After an extensive quantitative research study of global employee attitudes, this smaller community of participants were given the power to collaboratively author the new EVP and values in partnership with Wolff Olins. Their perspective and nuanced feedback made the output stronger and led to increased ownership and authenticity in the work, once rolled out.

Positive external reinforcement

i.e. an employer says, “We recognise the impact of changing your seat, so we’re rewarding those who do with an incentive.”

While most of us know the power of reward and recognition when it comes to shifting behaviour, it can feel overwhelming to conceptualise when, where and how to execute it. When employees feel recognised for their efforts or participation, they’re more likely to engage further. The best news of all? Oftentimes recognition is more powerful than reward. O.C Tanner’s 2025 Trust Index Study noted recognition as the most motivating factor at work (OC Tanner), leading to higher rates of innovation and satisfaction.

Following its rebrand, in partnership with Wolff Olins, Uber created a quarterly internal design showcase during which global teams were encouraged to show off how they were implementing and interpreting the new brand. The examples that were highlighted recognised those designers and marketers that embraced the new brand and even interpreted it in ways the original guidelines didn't explicitly outline. The new brand system was better understood across the global organisation and its practitioners felt motivated to have their applications featured.

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Ultimately, change-readiness is everyone’s job. While brands don’t always have control over how and when change happens, they do have the ability to choose how they respond, and how to set employees up for success. By intentionally designing, managing and sustaining cultures that are designed to equip people to move through change rather than avoid or fear it, we have the chance to build workforces that are more empowered, more creative and more ready for what’s next.

Senior Director, Culture, Julia Race

To find out more about how we’ve helped brands embrace change-responsiveness, reach out to marketing@wolffolins.com