Leading change in Swiss SMEs
Why transformations stumble — and how to make them stick (in plain language)
Based on John P. Kotter’s classic HBR article “Leading change: Why transformation efforts fail” — translated into the daily reality of Swiss SMEs facing digitalisation and AI.
Quick take
Most change efforts don’t fail because of technology. They fail because people are unsure, overloaded, or unconvinced. Kotter identified eight common traps. Below I translate each trap into what it looks like in an SME, how to avoid it, and one small step you can begin today.
Why this matters now
If you lead a Swiss SME, you’re likely balancing international customers, tight margins and increasing pressure to digitise. Employees are facing shifting roles and asking, “Will AI replace me?” I’ve seen brave projects stall not for lack of strategy, but for lack of clarity, trust and small wins that show progress. Let’s change that — gently, clearly, and with people at the centre.
The 8 traps — and practical alternatives
Urgency without fear: Create a shared reason to move
The trap: underestimating how hard it is to leave the comfort zone.
How it shows up: “We’ve announced the new ERP. Why isn’t anyone moving?”
Do instead: frame a clear, human case for change — risks of staying put and opportunities worth leaning into. Use real customer stories and simple data.
One small step you can begin today: ask five frontline colleagues, “What will be better for you and our customers if this succeeds?” Build your one-slide “why now” from their words.
2. Too small a crew: Build a guiding coalition
The trap: expecting one leader or HR to carry the load.
How it shows up: programme office works hard; the rest “observe”.
Do instead: assemble a cross-functional, trusted crew (3–7 people to start) with credibility in the shop floor and the boardroom.
One small step you can begin today: map the influencers people actually listen to. Invite two into the core team.
3. Fuzzy direction: Craft a simple vision people can retell
The trap: projects everywhere, but no clear picture of “where we’re going”.
How it shows up: thick decks, thin understanding.
Do instead: write a 5-sentence vision anyone can explain in under 60 seconds — customer, employee, and business outcomes.
One small step you can begin today: finish this sentence: “In 12 months, our customers will notice that we… and our employees will feel… because we…” Read it aloud. Shorten it.
4. Whispering change: Communicate x10 — and walk the talk
The trap: one town hall and an intranet post.
How it shows up: rumours outrun facts; cynicism grows.
Do instead: make the vision part of every agenda, 1:1, stand-up and KPI review. Align words and behaviour (especially from leaders).
One small step you can begin today: in your next meeting, connect one decision explicitly to the change vision. Repeat, weekly.
5. Unseen blockers: Remove obstacles early
The trap: assuming “understanding = action”.
How it shows up: old processes, misaligned KPIs, or a respected manager quietly resisting.
Do instead: identify policy, system and people blockers. Tackle the biggest one visibly and fairly.
One small step you can begin today: ask, “What is one rule, metric or tool that makes the new way harder?” Remove or adapt it.
6. Long march, no milestones: Engineer short-term wins
The trap: waiting a year for payoff.
How it shows up: energy fades; “told you it won’t work”.
Do instead: design undeniable wins in 3–6 months — customer NPS bump on one journey, 20% faster onboarding in one location, a pilot where AI assists rather than replaces.
One small step you can begin today: pick one process, one team, one measurable outcome. Ring-fence it. Celebrate loudly when it lands.
7. Early victory laps: Don’t declare success too soon
The trap: calling it done after the first big milestone.
How it shows up: momentum dips, old habits return.
Do instead: use early wins to widen scope, fix systems and scale behaviours. Treat “go-live” as the start of learning.
One small step you can begin today: after your next win, ask “What does this enable next?” and commit to a bolder, second-order change.
8. Culture as the anchor: Make new habits the “way we work”
The trap: not embedding changes in hiring, promotion and daily rituals.
How it shows up: new tools, old mindsets.
Do instead: hard-wire behaviours into job profiles, performance reviews, leadership development and onboarding.
One small step you can begin today: add one specific behaviour (e.g., “test with customers monthly”) into role expectations for two key teams.
Bringing employees with you (especially with AI)
Name the fear, then show the path.
Be explicit: “AI will change our tasks. Here’s what we’ll stop, keep and start — and how we reskill together.”
Co-create new roles.
Invite employees to map tasks where automation helps and where human judgment shines.
Invest in micro-learning.
30-minute, role-based practice beats generic “digital mindset” webinars.
Recognise contribution, not just outcomes.
Reward those who model learning, share mistakes and help colleagues adopt the new way.
A simple change checklist
If you need help
I support Swiss SMEs to make change understandable and safe — with structure, empathy and practical tools your team can use tomorrow. If your people are anxious about shifting roles or AI, let’s talk about a calm, human-centred path forward.