Sep 13, 2026 · 45 min · 13 segments
Why do so many change initiatives fail, even when organisations invest heavily in new systems, training programmes and transformation plans? In this episode of *We Are Powerful*, James and Alex are…
Karen LordGuest
James RussellHost
Alex SellersHost
I think what you're sort of, you're pulling a thread on is to go beneath what on the surface might look like resistance to a new innovation, a new initiative, whatever, a piece of change.

So it's not necessarily the individuals themselves, but it's actually the system, the habits that an organization has and have.

Those things can be the things that can actually slow something down because it's just not the way things are done around here.

It could be like moving house because we do that all the time or we take up a hobby or we get married or divorced or have kids.

And this is why I fundamentally believe we are systemic practitioners ourselves because we're in this all the time.

So if you're in an organization that is optimized, and I love the language you just used, an optimized system will think about change, debate a change.

And the resistance to change is at that invisible level where is this gonna make, what's the impact on me as a person, as a team? Why do I have to think differently about it? We've done it that way and it was quite, all these things start going on.

And if you've ever sat with anybody, a board or exec or looking at a challenge problem and you really talk about what the issues are, They all say things like, our leaders don't have the behaviors to drive change.

That is the structure of the visible economy, but actually it makes no account of what's going on internally with those people, which I call the invisible economy.

So there's an exchange here, another conflict that comes between being an expert and optimizing and learning how to evolve.

They are in almost, optimisation would call it in competition with each other, and thereby there is the problem.

I think what you're sort of, you're pulling a thread on is to go beneath what on the surface might look like resistance to a new innovation, a new initiative, whatever, a piece of change.

So it's not necessarily the individuals themselves, but it's actually the system, the habits that an organization has and have.

Those things can be the things that can actually slow something down because it's just not the way things are done around here.

It could be like moving house because we do that all the time or we take up a hobby or we get married or divorced or have kids.

And this is why I fundamentally believe we are systemic practitioners ourselves because we're in this all the time.

So if you're in an organization that is optimized, and I love the language you just used, an optimized system will think about change, debate a change.

And the resistance to change is at that invisible level where is this gonna make, what's the impact on me as a person, as a team? Why do I have to think differently about it? We've done it that way and it was quite, all these things start going on.

And if you've ever sat with anybody, a board or exec or looking at a challenge problem and you really talk about what the issues are, They all say things like, our leaders don't have the behaviors to drive change.

That is the structure of the visible economy, but actually it makes no account of what's going on internally with those people, which I call the invisible economy.

So there's an exchange here, another conflict that comes between being an expert and optimizing and learning how to evolve.

They are in almost, optimisation would call it in competition with each other, and thereby there is the problem.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.