‘Leading Meaningful Change’ dives into the human element of transformations
The new book Leading Meaningful Change by Arnoud Franken argues that the key to successful transformation lies not in perfecting technical specifications, but in understanding and influencing human behaviour.
This new book is the culmination of close to two decades years of thought and applied research. Arnoud Franken is Senior Strategy and Change Consultant at InContext Consultancy Group in the Netherlands, in addition to being Visiting Fellow at Cranfield University in the United Kingdom.
A very common frustration among managers, according to Franken, is seeing their ‘perfect’ systems rejected. That stems from a fundamental misunderstanding: they are often trying to solve what they see as a purely technical problem when the real issue is one of human motivation.
No change without people on board
The book highlights the simple, yet often ignored, truth that major organisational change happens only when people want it to happen. There is a significant psychological aspect to change management that is just as important as other, more tangible parts of transformation.
“Change is inevitable. Whether it’s driven by new technologies, shifting markets, or evolving regulations, organisations must continually adapt to survive and thrive,” said Franken.
“But while identifying the need for change may be easy, leading that change – getting others on board, committed, and enthusiastic – is a far more complex challenge. Leading change is not just about processes, procedures, or even strategy. It’s about people. And people don’t change simply because someone tells them to or because it’s logical.”
The reality is that most strategic change initiatives end up failing to meet the goals they set out to achieve. According to Franken, a lot of that is often because people resist change. Overcoming the fear of change needs is one part of the solution.
“As leaders, we need to understand this fundamental truth: People want to be in control of their own destinies,” adds Franken.
“They need to understand the ‘why’ behind the change, not just the ‘what.’ More importantly, they need to see how the change will benefit them personally and professionally. Without that understanding, resistance is inevitable.”
A guide for behavioural change
The book cuts through abstract management theory to provide a straightforward, actionable framework for managers and technical professionals. It challenges the assumption that rational arguments or detailed PowerPoint presentations are enough to drive adoption.
Instead, Franken reveals how to identify colleagues who naturally embrace new ideas, why informal social networks – like the person sitting next to you at lunch – hold more influence than formal authority, and how to create scenarios where people can discover the benefits of new systems for themselves.
Targeting engineers and technical managers who are responsible for building reliable systems, the book shows them how to build business-critical behavioural change that actually sticks. ‘Leading Meaningful Change’ promises to be an essential resource for anyone looking to bridge the gap between technical excellence and real-world implementation in complex business environments.
“Leading change is not easy, but it is possible when you understand the human dynamics at play,” notes Franken. “Remember that change is not something you do to people – it’s something you do with them. When you approach change from this perspective, you will find that people are not only willing but eager to join you on the journey toward a better future.”
