Continuous transformation fails not because of resistance from executives and employees, but because of unclear strategy, poor communication and a resulting lack of understanding of the transformation. What at first glance looks like change fatigue or resistance is often the result of inadequate strategy communication and contradictory messaging. This is one of the key findings of a global YouGov study commissioned by H/Advisors in the fourth quarter of 2025, the results of which have now been published.
Global YouGov study by H/Advisors – research interests and study design
YouGov conducted a survey on behalf of H/Advisors among executives, asking them about their assessments and expectations regarding corporate transformation. A good 600 executives from companies with 500+ employees were surveyed in seven markets and nine industries. The survey covered the pace and extent of transformation, external drivers and internal obstacles, the role of executives and the importance of communication, as well as barriers and success factors.
The pace and extent of change are increasing – continuous transformation has long been part of everyday life
Although there were differences in the assessment of readiness for transformation in the various countries, there was agreement that the pressure to transform is increasing worldwide and that parallel and overlapping transformation processes are now part of everyday life. Transformation is driven on the one hand by digitalisation and technological development, and on the other by market requirements such as economic conditions, customer expectations and competitive pressure. As a result, the pace, scope and complexity of transformation are increasing.
Three-quarters of executives said that the pace of change in their companies has accelerated over the past twelve months. More than eight out of ten expect the scale of change initiatives to increase further in the coming year. Only a small proportion (2%) anticipate a decline or easing of the pace of change.
Technology and AI are the most important drivers – but there are converging forces
Executives are dealing with converging forces that reinforce each other. In addition to the external drivers mentioned, such as new technologies and increased competitive pressure, there are also internal drivers.
Executives are experiencing a high pace and acceleration of change and are exposed to forces beyond their control, such as geopolitical developments. Beyond these difficult-to-predict events, however, executives expect change to be planned, purposeful and driven by strategic intentions. This is reflected in the internal drivers cited as the main triggers of change: business objectives (70%), innovation and research & development (69%), and a new strategy or other realignment (63%). This refers to transformation as a conscious decision rather than a reactive response to surprising and uncontrollable external events. Interestingly, according to the executives surveyed, M&As and post-merger integration are among the less likely drivers (24%), which is surprising given the expected transaction volume.
Executives need an understanding of transformation, not just toolkits
All of this has a massive impact on leadership: executives no longer navigate through change to a stable state – they must learn to lead within change as a permanent state.
When asked what would help them implement change more effectively, executives cited a better understanding of the change strategy and its reasons (in first place, selected by 38% of respondents) and better coordination between management levels (in second place with 37%). A significantly smaller number emphasised the need for materials and toolkits (in last place with 14%). Toolkits play an important supporting role, but the most important thing is for managers to understand the strategy and thus the meaning and purpose of the transformation. One thing is clear: without strategic clarity, change often fails at the outset.
Employees can cope with change, but not with confusion
This insight continues at the employee level. According to managers, poor planning and unclear strategy are also the biggest obstacles to successful change for employees. Around a third of all managers share this view, followed by inconsistent or unclear communication and a lack of understanding among employees. Resistance from middle management ranks far behind.
These results suggest that the real risk is not resistance, but ambiguity. Consequently, the problem is often misdiagnosed: change fails not because people resist it, but because they cannot understand it.
Communication is valued but underfunded
95% of executives say that communication contributes significantly to the success of transformation. At the same time, communication is often expected to make do with existing resources. There is a striking gap between what executives consider important and where the money actually goes. As a rule, investments are primarily made in the operational and technical implementation of transformation.
CEOs are confident – HR managers and HR directors are comparatively sceptical
The results also reveal a gap: CEOs rate their company’s readiness for transformation higher than HR managers or HR directors. Although both groups are largely positive, the difference is nevertheless striking. This may be because CEOs often focus on the strategic direction of the company. HR managers and HR directors, on the other hand, primarily see the sensitivities of employees, their frustration and supposed transformation fatigue.
*Details on the study design:
Markets: France, Germany, Portugal, Singapore, United Arab Emirates, UK, USA
Sample: 622 respondents
Leadership position: CEO/managing director, COO, CMO, head of communications, head of human resources
Industries: automotive and manufacturing, consumer goods and retail, energy and utilities, financial services, healthcare and life sciences, professional and business services, real estate and construction, technology, transport and logistics
Company size: 500+ employees
The quantitative results were supplemented by open-ended responses that provided qualitative insights into the experiences of executives in different markets and positions.
Natascha Kunath, Managing Director
H/Advisors Deekeling Arndt
You can download the complete report here: