When organisations embark on change initiatives, they often focus on what’s obvious: the structures, roles, and tools that are easily seen and measured.
Yet, as Wilfried Krüger’s “change iceberg concept” illustrates, much of what determines success lies beneath the surface.
Just like an iceberg, the bulk of the challenges (unexpected needs and cultural factors) remain hidden unless leaders actively look deeper.
Ignoring these layers can result in incomplete change, employee disengagement, or even total project failure.
Let’s explore how to address each layer of the iceberg and ensure your change initiatives don’t just float but thrive.
Above the Surface: Planned Changes
This is the visible part of the iceberg: organisational structures, priorities, roles, tools, and skills. These are the elements leaders naturally focus on because they are tangible and relatively easy to document. However, even at this level, gaps in communication or effort allocation can create confusion and stall progress.
ACTIONABLE ITEM:
Hold regular and structured progress meetings (WIPs) with clear agendas to align priorities, clarify roles, and ensure consistent communication across teams. These check-ins create transparency and keep everyone moving in the same direction.
Below the Surface: Unexpected Needs
Below the waterline lies the murkier terrain: capability gaps, the complexity of legacy systems, changing business needs, and interpersonal dynamics. These factors are harder to predict when planning a project, and tend to emerge organically as you progress in the change journey. They may be easily overlooked, but they stand out like red flags to the trained eye, and can dramatically impact the success of any initiative if left unaddressed.
ACTIONABLE ITEM:
Conduct a pre-change assessment, such as stakeholder interviews or surveys, to uncover hidden capability (and mindset!) gaps as well as legacy barriers.
When sticky situations arise during the journey itself, proactively approach relevant key stakeholders and, if necessary, escalate to the Project Sponsor or CEO without delay: this ensures that overlooked issues are surfaced and addressed before they derail your plans.
It’s not the iceberg above the water that sinks the ship; it’s what lies beneath.
Deep Below the Surface:
Organisational Culture Factors
The deepest layer of the iceberg includes soft factors like company culture, and each individual’s embedded fears, beliefs, habits, and mental models. These cultural undercurrents shape how individuals and teams respond to change. Ignoring them can lead to resistance, lack of buy-in, and a failure to embed long-lasting change. Team and Department leaders behaviours are especially important: their buy-in or resistance has the power to influence the entire team’s attitude towards the upcoming change.
ACTIONABLE ITEM:
Facilitate workshops to identify and address resistance, fears, and mental barriers. Create an environment where team members feel heard and involved in shaping the change process, fostering psychological safety and commitment.
Conclusion: Dive Beneath the Surface
for Sustainable Change
Krüger’s iceberg model reminds us that successful organisational change requires more than focusing on visible plans and processes. Addressing the overlooked needs and cultural factors beneath the surface is critical for ensuring long-lasting success. By implementing targeted actions at each level (visible, hidden, and cultural), you’ll not only steer clear of potential pitfalls but also create a foundation for profound transformation.
Chat with us if you need direction on how to get started.
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