Why organizational change efforts fail (and how to make yours succeed)

At EAB, we’ve spent years researching the challenges higher education strategy leaders face when generating support for transformative efforts, whether they are academic or administrative. Today, that pressure to adapt has never been greater. Costs are rising, public confidence is at record lows, and federal policy changes are introducing new and dizzying complexities.

Many leaders understand the need for organizational change and assume it requires a complete overhaul of higher ed’s business model. But that’s not necessarily the case. The key lies in practical strategies that work with institutional culture rather than against it. So, what does the research tell us? We identified five essential lessons for achieving meaningful and lasting administrative transformation on campus.

Lesson 1: Establish an Urgent and Consistent Transformation Mandate

Without a strong mandate, even the most well-intentioned transformation efforts risk losing momentum. In higher ed—where competing priorities and resistance can derail initiatives—a mandate provides direction and ensures transformation remains a strategic focus. It also helps weather resistance from stakeholders and ensures continuity through leadership transitions, meaning progress doesn’t stall.

But a mandate isn’t just a statement of intent. It must be reinforced by visible executive backing, data-driven justification, and shared leadership. Institutions that succeed in transformation often combine top-down support with bottom-up buy-in, empowering deans or department heads to drive change within their units. When embedded into institutional decision-making, a mandate creates the conditions for sustainable transformation.

Lesson 2: Build Momentum Through Early Wins

Transformations often stall in what we call the “valley of inactivity”—the point where enthusiasm wanes, resistance peaks, and progress slows. To avoid this, leaders must create early wins that generate buy-in and momentum.

One strategy is to start with a widely acknowledged, obvious problem (like unoptimized roles and workflows) that even skeptics recognize needs to change. Another is to leverage respected champions to advocate for the transformation, making it harder for naysayers to dismiss. And while it may feel inequitable to focus resources on one unit or process as a proof of concept, it’s often the fastest way to accelerate broader adoption. Once people see real success, they’re far more likely to embrace the larger vision.

Lesson 3: Get the Right People Involved In the Right Ways

Shared governance is a core value in higher ed, but too much involvement can slow progress to a crawl. It’s critical to differentiate between levels of participation and strike the right balance:

• Input: Encourage feedback to shape decisions while minimizing disruption.
• Agency: Allow stakeholders to make narrowly scoped decisions where appropriate.
• Ownership: Avoid ceding full control over critical aspects of the project, as this can derail progress and coherence.

Leaders must foster a culture where input is valued without sacrificing momentum. The key is managing expectations and ensuring stakeholders feel heard, all while streamlining strategic decision-making.

Lesson 4: Embrace an Iterative Review Process

Higher ed loves planning, but rigid, one-time plans rarely succeed in large-scale transformation. The reality is that unforeseen challenges will arise, from funding shortfalls to leadership turnover.

Rather than sticking to an inflexible roadmap, institutions should adopt an iterative approach. Building regular review and reassessment into the process keeps later stages deliberately flexible, so teams can incorporate lessons learned along the way. The ability to adjust in real time is what separates stalled initiatives from those that ultimately succeed.

Access Best Practices to Embrace Dynamic Strategy at Your Institution

Lesson 5: Know Your Audience

One of the most common reasons transformation efforts fail? Miscommunication. Too much, too little, too early, too late—the wrong messaging at the wrong time can derail even the strongest initiative.

Effective communication requires three key elements:

• Timing: Share updates when stakeholders can meaningfully engage.
• Relevance: Avoid overwhelming people with unnecessary details. Focus on what matters to their roles.
• Clarity: Keep messaging simple and jargon-free to prevent confusion or frustration.

As one CBO put it, “When people demand transparency, they’re really asking for information that addresses their concern.” Strategic, audience-specific messaging isn’t just about keeping people informed. It’s about earning their trust and support.

What Can EAB Do to Help You Navigate Organizational Change

Transformation in higher education is challenging, but leaders don’t have to navigate it alone. The lessons shared here are just a glimpse into EAB’s Strategic Advisory Services research on building more effective administrative and academic models. Our team works alongside executive leaders to craft tailored strategies, helping institutions move from ideas to action. Connect with us to learn more about how we can support your transformation efforts by filling out the form below.