Rethinking People in Business Transformation

In every business transformation, there are runners, walkers, and those simply catching their breath. It’s the ones catching their breath who remind us of our shared humanity.

This article connects a powerful metaphor to the ‘People’ pillar of the 4Ps of Business Excellence—offering a reflective lens on how organizations can enable smarter, kinder, and more sustainable transformation. It challenges the narrative that speed is the only virtue in change, and instead explores how strategic empathy can unlock untapped potential in those often left behind.

The Misunderstood 15%

At a large utility firm, a senior billing operations officer—who had built the original manual systems over two decades—was marked "unfit for transformation" during a digitization drive. Not because he refused to learn, but because he wasn't given the time. He knew the legacy system's logic better than any algorithm ever could.

💡Instead of letting him go, leadership re-assigned him to a "Knowledge Transfer & Audit" team. His domain knowledge reduced transition errors by 32%. He became a guardian of operational memory.

This story challenges the narrative that speed is the only virtue in change. While "Who Moved My Cheese?" has inspired millions to embrace agility, somewhere in our race to transform, we've left behind those who once stood with us when no one else did.

The Deeper Truth About Human Change

Humans don't transform like software. Environmental factors complicate the equation: aging parents, health issues, financial stress, fear of failure, burnout.

As Peter Drucker noted, “The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.”

But here’s the paradox: not everyone can instantly update their logic, especially those who’ve spent years building the organization when the path was unclear and the risk was high.

And that’s where real leadership steps in. True leaders don’t just champion change - they build bridges for those who can’t leap overnight.

In this post, let’s explore how some forward-looking companies reimagined roles and retained value by acknowledging that people evolve at different paces — and that even the slowest adapters may hold silent strengths worth nurturing.

Not All Resistance Is Resistance

We often label slower adapters as obstacles:

• "He's stuck in the old way of working."

• "She's not transformation-ready."

• "They're slowing the team down."

But what if resistance isn't intentional? What if it's residue—of fatigue, fear, or unprocessed change?

In most large transformations, you'll find:

• 20% who proactively embrace change

• 65% who follow out of pressure or to stay relevant

• 15% who are silent, sincere, but struggling

That final 15% aren't liabilities.

They're under-supported, overburdened assets—often invisible, often misjudged.

Real-world examples:

1. TCS (Tata Consultancy Services)

One of the largest employers in India, with a diverse talent pool across age groups and adaptability levels.

Relevant Practice:TCS runs an internal “re-skilling and contextual placement” program where employees who may not align with fast-evolving tech stacks (like AI/ML, blockchain) are placed in legacy system support, documentation, client governance, or mentoring roles.

CEO Rajesh Gopinathan (former):“In a large organization like ours, people will always be at different stages of their learning curves. We try to create multiple tracks of value creation.”

Insight: TCS doesn’t force-fit everyone into emerging tech. They find alternate tracks for people with strong domain, legacy, or customer relationship skills.

2. Indian Railways

The world's fourth-largest railway network, employing over 12 lakh people—many of whom work in physical or manual roles with limited digital fluency.

Relevant Practice:Rather than trimming workforce during automation (e.g., with e-ticketing or AI scheduling), Railways created clerical supervisory and safety oversight roles for ageing station staff, or those unable to adapt to tech roles.

Piyush Goyal, former Railway Minister:“Our priority is modernization without dehumanization.”

Insight: A classic case of upholding employment dignity while modernizing operations—not everyone was retrained, but many were redeployed thoughtfully.

3. Boeing

Aerospace company with thousands of veteran engineers and technicians, many of whom worked on legacy platforms like the 747.

Relevant Practice:Instead of mass layoffs during the shift to digital manufacturing and newer aircraft models, Boeing offered “Retain to Retrain” initiatives, and created knowledge transfer roles for veterans. Many were involved in mentorship roles or as review authorities for compliance-heavy functions.

Boeing's Talent Development Strategy emphasizes:“Institutional memory is not an obstacle. It’s our advantage when wisely directed.”

Insight: Recognized that even those who can't build new platforms can audit, advise, or train with immense value.

A Compassionate Transformation Framework

Let’s Offer One Final, Respectful Bridge

1. Strength-Based Role Mapping Identify core skills they excel at and map roles where transformation velocity is slower but still important—documentation, mentoring, compliance, audits.

2. Safe-to-Learn Environment Create small, non-judgmental peer groups with slower-paced learning tracks. Use shadowing instead of immediate implementation.

3. Reverse Mentorship Pair tech-savvy employees as trainers while positioning veterans as mentors for company history and crisis handling.

4. Dignified Transition If adaptation still isn't possible, offer freelance/consulting roles, external job placement support, or retirement with recognition.

The goal isn't always to retain, but always to respect.

Case in Point: Real Stories from Real Floors

The Nurse in a Tech-Enabled Hospital

In a large private hospital chain, automation was introduced for patient admission and case management. A 52-year-old nurse, who had served for 27 years, struggled with tablets and QR-based logs.

💡 Instead of benching her, she was placed in a “Patient Comfort and Family Liaison” role—where human empathy mattered more than tech speed. Patient satisfaction in that ward spiked by 18% in six months.

Why This Matters

This Isn’t Just About Empathy—It’s About ROI - a business case for smarter, sustainable transformation.

• Cost Efficiency: Replacing an employee costs 50-200% of their annual salary; redeploying existing talent is 30-40% cheaper

• Tribal Knowledge: Veterans hold undocumented process insights that transition teams lose when they're dismissed

• Culture Impact: Silent exits of loyal employees create internal fear and damage employer brand

• Stability: Age-diverse teams prevent the burnout that comes from all-young, high-pressure environments

  
  

The Bottom Line

Transformation without compassion may be fast, but it's never sustainable. Organizational character is tested not when we promote high-flyers, but when we handle those who fall behind.

Let's not confuse slow movers with low performers. Let's not call loyalty a liability just because it doesn't code.

Sometimes what organizations need most is not just a change roadmap—but a hu detour for those still trying to catch up.

"The people you leave behind today may be the ones who carried you yesterday."

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