Transformation efforts fuel burnout & uncertainty for employees

A global study has found a growing disconnect between the drive for organisational transformation and the wellbeing of employees charged with implementing change.

Research from Emergn surveyed 751 organisations worldwide, highlighting that while most view transformation as critical for competitiveness, many employees are struggling with fatigue and uncertainty as companies seek to adapt to emerging technologies.

Transformation pressure

The report, titled The Global Intelligent Delusion, shows that 82% of respondents believe transformation is necessary to remain competitive, up from 70% the previous year. Despite this, half of those surveyed admit to experiencing transformation fatigue, with nearly as many citing the frequency of change as too high.

The impact of transformation on employees is significant. The study found that 45% have suffered burnout as a result of ongoing changes, and 36% would consider leaving their job due to constant upheaval. Initiatives linked to artificial intelligence appear to be intensifying the challenge, with 55% of respondents stating that AI-driven projects have accelerated transformation fatigue.

Alex Adamopoulos, Chief Executive Officer of Emergn, commented on the trend:

"Too many companies are mistaking activity for progress. Transformation isn't supposed to break people - it's supposed to build capability. But right now, we're seeing the opposite. This is no longer just a leadership issue - it's a business model problem."

Lack of clarity and support

The report also suggests a mismatch between organisational ambitions and the experience of employees. This year, 31% of surveyed employees report feeling uninformed about transformation goals, an increase from 25% last year. Additionally, 42% say they received insufficient training during these transformation efforts.

Many point to leadership and external consultants as contributing factors. According to the study, 41% of respondents believe leadership missteps were directly responsible for failures during change initiatives, while 37% blame external consultancies for adding complexity without providing clarity.

This perception appears to undermine trust, with a growing feeling that transformation is being imposed on staff rather than developed with them.

Adamopoulos said:

"Organisations are pushing hard to adopt new technologies without building the human readiness to sustain them. This isn't digital transformation - it's digital exhaustion."

Potential risks for organisations

The study outlines the risk to organisational performance if transformation fatigue continues to rise. Talent retention emerges as a key concern, as ongoing change without sufficient support could prompt valued team members to seek opportunities elsewhere.

Adamopoulos added:

"There's no glory in a successful initiative that leaves your team drained, disillusioned, or looking for the exit. If change is constant, then capability-building, communication, and clarity must be constant too. Otherwise, all you're doing is rebranding burnout."

Study methodology

The findings are based on research conducted by Censuswide on behalf of Emergn. The sample included respondents from a range of executive roles - including Chief Executive Officers, Chief Technology Officers, and Chief Operating Officers - all of whom have at least five years' experience at companies employing more than 1,000 people and with annual revenues exceeding USD $500 million.

The data points to a pattern that spans industries and regions, indicating that the challenges of transformation fatigue, insufficient communication, and inadequate training are not limited by sector or geography.