Traditional change management has long been confined within organisational boundaries. Leaders set the strategy, employees were expected to adapt and external partners were brought in only when needed. But in today’s interconnected world, this insular approach is no longer enough. Successful transformation increasingly depends on engaging a much broader ecosystem: suppliers, customers, regulators and even competitors.
The most forward-thinking organisations recognise that change does not happen in a vacuum. The way people work, interact and innovate is shaped by networks, not hierarchies. Employees are influenced by peers as much as by leadership. Suppliers and industry partners are often on the front line of emerging challenges. And customers expect to be active participants in shaping the products and services they use. When change is designed with these perspectives in mind, it is far more likely to succeed.
From Top-Down Mandates to Co-Creation
Take the NHS’s shift to digital patient records. Previous attempts to impose technology from the top down had failed. But when doctors, nurses and patients were involved in co-designing the system, adoption rates soared. Likewise, IKEA’s journey towards a circular economy succeeded because it engaged customers and suppliers as co-creators, rather than simply issuing new sustainability policies.
This shift is not just about consultation, it is about redefining ownership of change. Too often, transformation is seen as a centrally managed initiative that is ‘rolled out’. But the most effective organisations treat change as something that emerges from a network of contributors. They embrace rapid piloting, shared incentives and real-time feedback, ensuring that key stakeholders are not just consulted but actively shape the outcome.
Positive ways of working during times of crisis show how organisations can adopt these approaches within their transformation and change initiatives. During the pandemic there was a radical shift in how businesses had to operate to survive; this often resulted in different departments and actors across the ecosystem coming together to solve real business problems, spanning the market, people, process and technology components of enterprise change. By ensuring representation against capabilities, experience over function and enabling the workforce to self-solve, there can be improvements against speed to value, productivity and customer-centric delivery.
Leveraging Technology for Ecosystem Engagement
Technology is playing a crucial role in this evolution. AI-powered sentiment analysis, for example, enables organisations to detect resistance early, not just within their workforce but across their wider network. Predictive analytics can identify which suppliers or business partners may struggle with an upcoming shift, allowing for targeted support. And digital platforms can create new ways for customers and employees alike to contribute ideas, test solutions and refine them in real time.
Critically, engaging the ecosystem means rethinking who has a voice in transformation. The most powerful insights often come from those closest to the work: frontline employees, suppliers navigating operational challenges or customers whose behaviours are shifting.
This is not about losing control of change. It is about gaining a more dynamic and resilient approach. Organisations that engage their broader ecosystem move beyond transactional relationships and towards co-created solutions that are more relevant, more sustainable and more likely to endure.
Building a Framework for Collaborative Success
Breaking down the barriers between leadership, the business and the delivery engine remains critical to delivering on strategic objectives. Through cascading metrics and empowered cross-functional teams, standout organisations develop a framework to link strategic objectives to downstream delivery, fostering a culture of empowerment where teams feel like they are directly contributing to the success of the enterprise.
In a world where the pace of change is only accelerating, the smartest organisations are those that realise they cannot drive transformation alone.

Written by Leila Callaghan
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