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Organizations Need To Shift From Change Management To Change Fitness

In the Forbes article, Michael Hudson, a contributor focusing on leadership and organizational transformation, argues that the traditional concept of "change management" is no longer sufficient for organizations navigating the complexities of the modern business landscape. Instead, he proposes a paradigm shift toward "change fitness," a more dynamic and proactive approach to handling change. Hudson asserts that the accelerating pace of technological advancements, market disruptions, and societal shifts demands a fundamental rethinking of how organizations prepare for and adapt to change. While change management often focuses on structured processes to implement specific transformations, change fitness emphasizes building an inherent capacity within organizations to continuously evolve, adapt, and thrive amid uncertainty.

Hudson begins by critiquing the conventional change management model, which he describes as a reactive and often linear process. Traditional change management, he explains, typically involves identifying a specific change (such as a new technology implementation or a restructuring initiative), creating a detailed plan to execute that change, and then managing the transition through communication, training, and stakeholder engagement. While this approach may have worked in more stable environments, Hudson argues that it falls short in today’s volatile, uncertain, complex, and ambiguous (VUCA) world. He points out that change is no longer a discrete event with a clear beginning and end; instead, it is a constant state. Organizations face overlapping and unpredictable disruptions—whether from digital transformation, geopolitical instability, or evolving customer expectations—that render static change management frameworks inadequate.

The concept of change fitness, as introduced by Hudson, is likened to physical fitness in individuals. Just as a person who is physically fit is better equipped to handle physical challenges and recover from injuries, an organization with change fitness possesses the resilience, agility, and mindset to navigate disruptions and seize opportunities. Change fitness is not about reacting to a single change but about cultivating a culture and capability that allows an organization to anticipate, adapt, and innovate continuously. Hudson emphasizes that this shift requires a holistic approach, integrating leadership development, employee empowerment, and organizational design to create a system that thrives on change rather than merely surviving it.

One of the key components of change fitness, according to Hudson, is fostering a growth-oriented mindset at all levels of the organization. Leaders must move beyond being mere implementers of change plans and instead become champions of adaptability. This involves encouraging curiosity, experimentation, and a willingness to fail fast and learn quickly. Hudson cites examples of companies that have embraced such mindsets, noting how tech giants like Amazon and Google have embedded continuous innovation into their DNA. These organizations do not treat change as a project to be managed but as an ongoing process that fuels their competitive advantage. For instance, Amazon’s culture of “Day 1” thinking—where the company operates with the urgency and innovation of a startup—exemplifies change fitness by preventing complacency and encouraging constant reinvention.

Hudson also highlights the importance of empowering employees as active participants in the change process. In traditional change management, employees are often seen as recipients of change, with leaders dictating the direction and expecting compliance. In contrast, change fitness requires engaging employees as co-creators of transformation. This means providing them with the tools, training, and autonomy to contribute ideas, solve problems, and adapt to new realities. Hudson argues that when employees feel a sense of ownership over change, they are more likely to embrace it rather than resist it. He suggests practices such as cross-functional collaboration, open feedback loops, and continuous learning programs to build this sense of agency. By investing in their workforce’s adaptability, organizations can create a collective resilience that buffers against the shocks of disruption.

Another critical aspect of change fitness is the need for organizations to redesign their structures and processes to support agility. Hudson critiques rigid hierarchies and siloed departments, which often hinder rapid decision-making and innovation. He advocates for flatter organizational structures, decentralized authority, and flexible workflows that allow teams to respond quickly to emerging challenges. Additionally, he stresses the role of technology in enabling change fitness. Tools such as data analytics, artificial intelligence, and collaboration platforms can provide real-time insights and facilitate seamless communication, helping organizations stay ahead of the curve. However, Hudson warns that technology alone is not a solution; it must be paired with a cultural shift toward adaptability to be effective.

Hudson also addresses the role of leadership in driving change fitness. He argues that leaders must model the behaviors they wish to see in their teams, demonstrating vulnerability, openness to feedback, and a commitment to lifelong learning. Leaders who cling to outdated notions of control or resist change themselves will struggle to inspire their organizations to embrace a fitness mindset. Instead, Hudson calls for “adaptive leadership,” where leaders focus on creating an environment of trust and psychological safety, enabling their teams to experiment and innovate without fear of failure. This type of leadership is particularly crucial during crises, as it helps organizations pivot quickly and maintain morale in the face of uncertainty.

In terms of practical steps, Hudson offers several recommendations for organizations looking to transition from change management to change fitness. First, he suggests conducting a “fitness assessment” to evaluate the organization’s current capacity for change. This involves analyzing factors such as employee engagement, leadership effectiveness, and structural flexibility. Based on this assessment, organizations can identify gaps and prioritize areas for improvement. Second, he recommends investing in continuous learning and development programs to build employees’ skills and resilience. Third, Hudson advises embedding change fitness into the organization’s strategic planning, ensuring that adaptability is a core component of long-term goals rather than an afterthought.

Hudson concludes by emphasizing that the shift to change fitness is not a one-time initiative but a long-term commitment. Organizations must be willing to rethink their assumptions, challenge entrenched practices, and embrace discomfort as a catalyst for growth. He acknowledges that this transition may be challenging, particularly for established companies with deeply ingrained cultures. However, he argues that the cost of inaction is far greater, as organizations that fail to adapt risk obsolescence in an era of relentless change. By building change fitness, companies can position themselves not just to survive disruptions but to lead and shape the future.

In summary, Michael Hudson’s Forbes article presents a compelling case for moving beyond traditional change management to a more proactive and sustainable model of change fitness. He argues that in today’s fast-paced and unpredictable environment, organizations must cultivate resilience, agility, and a culture of continuous adaptation. Through fostering growth mindsets, empowering employees, redesigning structures, leveraging technology, and embracing adaptive leadership, companies can build the capacity to thrive amid constant change. Hudson’s insights offer a roadmap for leaders and organizations seeking to navigate the complexities of the modern world, urging them to view change not as a challenge to be managed but as an opportunity to be harnessed.

This summary, spanning over 1,100 words, provides a detailed and nuanced exploration of the article’s content, ensuring that the key arguments, examples, and recommendations are thoroughly covered. If further elaboration on specific points is desired, additional content can be developed to focus on particular aspects of change fitness or its application in specific industries.

Read the Full Forbes Article at:
[ https://www.forbes.com/sites/michaelhudson/2025/07/09/organizations-need-to-shift-from-change-management-to-change-fitness/ ]