Propeller

Change is no longer something organizations move through. It is becoming the environment they operate in.

The research behind our 2026 People & Change Insights Report shows organizations underestimated total change last year by an average of 11 percentage points across categories, including technology implementations, learning and development, and organizational restructuring.

That kind of underestimation puts real pressure on the managers and teams trying to absorb new priorities, tools, workflows, and expectations at the same time.

As Riley Smith shares in the report: “Organizations are no longer navigating waves of change. They’re operating in a constant current.”

Now that 2026 is well underway, the report offers a useful lens for pressure-testing how your organization is planning, sequencing, and supporting change in real time.

Download the full report: https://info.propeller.com/l/689863/2026-03-11/2ntmtt

In today’s business environment, transformation is constant, but sustainable transformation doesn’t happen without culture. And culture doesn’t shift unless people do.

That’s why HR’s role in change can’t be limited to facilitation. It has to start with modeling the mindset needed to lead through disruption.

In her latest article for HR Daily Advisor, Propeller Senior Director Lauren Lightbody shares how HR leaders can embrace a growth mindset—not just in theory, but in practice—to drive real impact.

She explores key moves HR teams can make to lead from the front:
✔️ Upskilling their own teams through stretch roles and cross-functional development
✔️ Experimenting with AI and new technologies to accelerate learning
✔️ Listening continuously and acting on feedback
✔️ Recognizing smart risks—even when they don’t go as planned

It’s a fresh and practical look at how HR can set the tone for adaptability, learning, and resilience across the enterprise.

Read the full article here:

How (And Why) HR Needs to Model a Growth Mindset to Drive Organizational Transformation - HR Daily Advisor In an era defined by rapid technological advancements, the need for agility and a learning-oriented workforce—one with a growth mindset—has never been greater.

AI can’t transform your business unless your people and processes are ready for it.

Most organizations want AI to drive efficiency and innovation, but the reality is that many struggle to realize its full potential. AI adoption is more than just implementing a tool; it requires operational agility, cultural shifts, and intentional change management.

Here’s how to set AI up for success:

1️⃣ Build operational agility – Create a foundation for experimentation, pilot programs, and iterative learning. AI should evolve alongside your business, not disrupt it.

2️⃣ Foster cultural shifts – AI adoption depends on mindset. Align behaviors, encourage cross-team collaboration, and emphasize ethical AI use.

3️⃣ Prioritize change management – Transparency is key. Employees need clarity on how AI impacts their roles, plus the right training and support.

4️⃣ Accelerate learning – Build AI fluency with ongoing education, from beginner training to advanced AI-driven decision-making skills.

Learn more in our latest blog:

Center People and Processes in Your Next AI Implementation Successful AI implementation isn’t just about tech, it’s about people and processes. Learn how operational agility and change management drives AI adoption.

88% of transformations fail. How can you ensure your organization is part of the 12%?

Enterprise transformation is no small feat—it requires a clear strategy, strong leadership, and full organizational alignment.

Propeller expert Molly Lebowitz shares five essential steps to help organizations kick-start successful transformations in an article with CEO Magazine.

Read the article:

Five steps to kick-start an enterprise transformation Take a good look at any company today and chances are, there’s a transformation underway. Businesses are moving quickly to respond to market changes, while technological advancements are disrupting entire business processes and economic pressures are sparking operational improvements.